- The Global Telecom Women`s Network

Transcription

Fourth Edition
February 2016
DIGITAL TRANSFORMATION:
INNOVATION AND CULTURE CHANGE:
A MANAGEMENT ROAD MAP
TAKING THE LONG VIEW
CARLA CICO, ALCATEL-LUCENT
P5
DIGITAL MEDIA DEVELOPMENTS AND
PREDICTIONS FOR 2016
INGRID SILVER, DENTONS
P8
KATE MCKENZIE, TELSTRA
P21
DIGITAL TRANSFORMATION, P24
THE GAME CHANGERS, P26
WHAT WOMEN (STILL) WANT, P30
THE FAIRPHONE, P32
BUILDING A BRIGHTER AND INNOVATIVE
FUTURE REQUIRES BOLD STEPS
DANIELLE BROWN, INTEL CORPORATION (AN INTERVIEW)
P12
THE GROWING PROBLEM OF SPACE JUNK, P34
TAKING LESSONS FROM SILICON VALLEY
TO END EXTREME POVERTY
ANN MEI CHANG, USAID
P16
INNOVATION AND DIVERSITY DRIVE THE
DIGITAL ECONOMY
RENEE LA LONDE, ITALENT CORPORATION
P18
FROM TRASH TO TREASURE, P39
NO MOORE’S LAW FOR NETWORKS, P42
MOBILE PAYMENTS, P45
FUTURE OF TV, P48
FINTECH OPPORTUNITIES, P50
GTWN MEETS IN ROME, P54
Welcome to the Fourth Edition of The Mobile Century (TMC)
The Mobile Century (www.themobilecentury.com) is a publication of the Global Telecom Women’s Network
(GTWN). GTWN began as a small network of senior women in the telecommunications industry more than
twenty years ago, and has grown and changed as the industry it represents has also evolved. It now represents
the interests and thoughts of women, and their male colleagues, in all of the ‘’t’’ industries – including
telecommunications, information technology and TMT.
In this edition of TMC, we examine the many factors determining the success or otherwise of digital
transformation – the process of evolving business models, markets, customer interactions and cultures in
response to the impact of digital technology. The message from our experts is clear – technology adoption alone
is not sufficient; we also need to focus on the human factors that drive the process, and how we can identify
and best make use of those amongst our colleagues who can ‘change the game’. We also look at the latest
thinking on opportunities and threats facing the industry, including how to deal with space debris, network
optimization and Moore’s Law, fintech, predictions for digital media in 2016, and how digital technology is
transforming the global aid agenda. We acknowledge the generous support of our sponsor, iTalent Corporation.
Many personal thanks also to our expert authors, who have given their time and expertise. We hope you enjoy
reading TMC and look forward to continuing our collaboration.
Vicki MacLeod,
Editor, TMC
EDITORIAL BOARD
Bridget Cosgrave, GTWN President
Candace Johnson, GTWN Founding President
Vicki MacLeod, Secretary General
website: www.gtwn.org
email: [email protected]
Marge Salem, Editorial Assistant, Designer
[email protected]
©
GTWN 2016
The Mobile Century | February 2016
D I G ITAL
T R AN SFO R M ATIO N: A
MAN AG E M ENT ROA D M AP
by Carla Cico
Member of the Board, Alcatel-Lucent
from outside competition, have
fallen rapidly and in many cases
no longer exist.
The cause of all of this change is
the impact of digital platforms and
technologies, that are reshaping
many, if not all parts of the business
in each industry - from marketing
to supply chain, from IT services
to the time to market of new
products, as well as the impact of
new entrants to the market.
Innovation, the search for talent
and reorganization: these are three
topics that nowadays we hear about
again and again, as if they are new
concepts in the corporate world.
This is not true. Companies have
always created success through
searching for and implementing
innovation, by attracting and
retaining the best talent, and by
reorganizing themselves according
to the demands of their market.
So what is different today? Firstly,
the speed of change each company
is facing, no matter what industry
sector they are in. Secondly,
financial and operational barriers
to participation in that industry,
that once also acted as protection
5
But while digital transformation
is the real innovation that all
businesses are facing today, it
is not only about technology,
otherwise most companies could
easily succeed in this process.
Digital transformation starts with
a simple yet sometimes difficult
question for companies to answer:
“What business are we in?”
This is actually the key question
all businesses are facing. It is
the most significant impact of
digitalization: it has reshaped the
environment for every business. If
as a CEO or senior management
team you do not understand where
you stand, what your consumers
want, how can you reach them in
a more efficient way, and if you
do not constantly check for new
competitors and how they act and
react, your company will quickly be
out of that market. This applies to
both B2C and B2B companies.
Change can always be a threat or
an opportunity: it depends on how
you react to it.
Burberry, the fashion house,
was facing a very tough financial
situation and was quickly losing
market share. It was able to
overcome this by reinventing itself,
going digital and becoming a leader
in digital transformation of the
retail and fashion industry.
For Kodak, however, the impact
was the opposite: management
did not understand that digital was
the new frontier and would make
or break their entire business. Even
though they had been the first to
develop a digital camera back in
the 1970s, they failed to bring it to
market, and in the end their direct
competitors (Sony and Canon)
did and Kodak lost their entire
business. Once you have decided
what business you are in, then
you have to start to reshape your
company accordingly. It is of course
human nature to resist change, as
individuals don’t like to be forced
to leave their comfort zone. So
this transformation needs the
full engagement of the company
as a whole, from the Board level
down, including all employees. The
“Project Leader” of this transition
has to be the CEO, with the support
of all the “C” Executives. As the
entire organization will be affected,
it requires the commitment of every
person in the company.
The role of the CEO in this process
is pivotal to success. It is to engage
and motivate each part of the
organization and each employee
during the change and to make sure
that the right tools are available to
reach the final destination: to bring
the company into the digital era. It
is much easier said than done.
6.
7.
What IT / Technology and systems do you have and do they need to be upgraded?
How can you manage the transformation within your budget constraints?
There is no easy or right way to go
about the process: each company
and management team has to
work it out, based on their own
resources, capability and market
reality. However, there are some
pillars than can be taken into
consideration by any company in
order to be a winner in this game:
• Do you want to attack or
defend? Due to much lower
entry barriers in most
markets, companies are facing
competition from unexpected
directions and from newly
created entrants. Do you want
to continue to defend your
Establishing a road map for digital
position or do you want to go
transformation
on the attack? This is a dilemma
that most of the incumbents, in
Here are some of the variables
any industrial sector, are facing,
which companies need to take into
because they have to balance
consideration:
their position as market leader
and thereby not cannibalize
1. Do you need to change your their profitable business, and
line of business?
at the same time they have to
offer new, cheaper products, or
2. Should you change the to offer entirely new services.
organization of the business?
• Will the transformation be
3. Do you need to change your organic or achieved through
supply chain?
acquisition? Some companies
find it easier, cheaper and less
4. What is your current time to time consuming to buy a small
market and how can you competitor and/or a company
speed it up?
that has the right technology
and /or the right business
5. What is your real competition model, rather than develop
and how do they behave and the technology in-house or
react?
to set up a new business unit
from scratch. This way you
get new technology and new
talents in one go. Others set up
a completely new Digital unit,
hiring people from outside.
While both approaches can be
a short cut and can give results
in the short term, nevertheless
if there isn’t strong leadership
from the top to make sure that
this new venture will become
part of the company and that
its capabilities will be spread
through the whole company,
the two entities will compete
with each other, creating
problems rather than solving
them. It is important to balance
the old and the new parts of
the business, to make sure
that the competences you
already have are not lost during
the transformation, but are
blended with the competences
brought into the organization
from outside, thus creating a
stronger overall culture and
stronger skill base.
• Make the entire organization
part of the transformation.
Digital transformation requires
culture change. Like any change
of culture, it needs nurturing on
a daily basis, making sure that
each employee understands
what the changes are, what
the benefits are, and which
role he/she will play in
the new organization. The
transformation needs to be
explained over and over again.
This can be done by webcast
by the CEO. The Chief Digital
Officer (CDO), if he/she is
appointed, will need to reach
out to the entire organization,
running company-wide training
programs. As said above, digital
transformation it is not only
6
about technology: technology
is the tool that allows the
company to interact with
its customers and suppliers
in a different and more
sophisticated way. It is also
transforming the hiring process
as well, among other functions.
In essence, it is about how you
will deal with all the information
and data that is generated.
• Appoint a Chief Digital Officer.
The CDO is important to driving
the transformation. He/she is
a senior executive who sits at
the right hand of the CEO and
is seen as instrumental to the
future of the organization. The
CDO needs to be someone who
not only has digital acumen
but also is a seasoned general
manager who can operate
within a large-scale business
and influence effectively
across the organization. This is
a relatively new type of leader
and one who is hard to find,
attract and retain.
• Be obsessed with the customer.
Whether you are in a B2C or
B2B industry, in the new digital
environment customers are
more knowledgeable and have
access to more information
than ever before. Customers
are now reached through new
channels, especially social
media, and the company has to
be able “to read” and to make
the most of all the data available.
The entire organization needs
to understand the needs of the
customer, their preferences,
and which products they want.
Time to market of new products
has shortened, meaning that
the new organization has to
be agile and ready to adjust to
7
changes in the market quickly,
both in terms of supply and
demand.
• Think about new business
models. In this new
environment, most if not all
relationships are changing.
Opportunities for new alliances
and new partnerships are
being created, which enable
companies to reduce costs
and to maximize revenues.
Partnerships can be formed
with a direct competitor or with
one or more suppliers.
• Project control. Companies
have spent billions to try
to achieve the successful
digital transformation of
their businesses, and in many
cases the results did not
match expectations. Digital
transformation is a project and
it has to be treated as a project:
with appropriate attention
to actions, timing and costs.
Check points need to be built
into the implementation of the
project, so that corrections can
be made if needed.
Digital transformation is a lifetime
project: it has to become the
new culture of the company, and
above all an entirely new way
of doing things. The goal for a
company from the process of
digital transformation is to be an
important player in the new digital
environment - maintaining its
position in the market, while not
losing its skills and talent during
the process, but rather adding
new ones, controlling costs, and
importantly not only protecting its
existing revenues, but also growing
them.
Carla Cico, born in Verona, Italy,
earned her MBA at the London
Business School. Carla is a former
CEO of: Brasil Telecom, S.A., (the
third largest Brazilian fixed-line
operator); Ambrosetti (Beijing),
China, (part of the Ambrosetti
Group, an international strategic
consultancy company headquartered
in Milan, Italy); and Rivoli S.p.A., (an
infrastructure Company, based in
Verona).
She was the first female CEO in the
South American telecoms sector.
Carla has strong M&A experience,
having listed Brasil Telecom on the
New York Stock Exchange, making it
the first, and still the only, Brazilian
telecommunications company listed
abroad. She was ranked 25th in
Fortune Magazine’s “The World 50
powerful Women in International
Business” (October 2004) and 32nd
in Forbes Magazine’s “The World’s
100 Most Powerful Women” (August
2005). In 2003 she was elected
best CEO in the Latin America
Telecommunications Sector (Reuters
Institutional Investor Research).
Carla is now an Independent
Director on Boards of both listed
and not listed companies: AlcatelLucent, (listed on the New York and
Paris Stock Exchanges); Allegion,
(listed on the New York Exchange
Stock Exchange); and Epta a privately
owned company. Carla is a sought
after speaker at many industry
summits, with a focus mainly on
telecommunications, management
strategy and developing countries.
D I G ITAL M E D IA
D E VE LO P M E N T S A N D
P RE DI CT I O N S FOR 2016
by Ingrid Silver
Partner, Dentons
2015 was an interesting year in
the UK media industry and we are
already well into the first quarter
of what is expected to be a very
fascinating and busy 2016. I would
like to share with you a number
of legal developments which we
expect to happen in 2016 and an
explanation of what we think these
developments will mean for the UK
media industry, and more broadly
for the digital media sector as a
whole.
Advertising Standards: a recordingbreaking year for complaints
Expect yet another record-breaking
year for the Advertising Standards
Authority (ASA), in terms of
complaints received from members
of the public. Advertisements that
infringe ASA codes (the BCAP
Code and Cap Code) are being
more readily reported on in the
mainstream press (rather than just
on the ASA website), and, with
this increased prominence, both
public awareness of the ASA and,
therefore, the number of complaints
will increase. If, as predicted, the
number of complaints rises in
2016, media companies will want
to ensure that their campaigns
are not subject to ASA review
and are not adversely reported
on in the mainstream press. Two
areas that are attracting a lot of
ASA attention at the moment (and
with which media companies will
need to ensure compliance) are
rules surrounding comparative
advertising and advertising
targeted at children (particularly
with regards to “in-app” purchases).
Regulation of On-demand services
As of 1 January 2016, the
responsibilities of ATVOD (the UK
regulator of television on-demand
services, such as ITV Player)
have been taken over by the
information and communication
regulator, Ofcom. ATVOD will no
longer exist. The decision to bring
regulation of these services back
“in house” comes at an interesting
time for the regulation of
on-demand services. The European
Commission has started a review
of its Audiovisual Media Services
Directive and amongst the issues
it will be considering is whether
the Directive should reach beyond
the TV and “TV like” services that
it currently captures. ATVOD
found itself constantly dealing with
disputes as to whether services
were or were not captured by the
current definitions and it is likely
that Ofcom will need to grapple
with these same issues in its newlyexpanded role.
Cybersecurity and data protection
Following the highly publicised
cyber attacks of 2015 (such as
the TalkTalk hacking), this year
cybersecurity will continue to
dominate not just media companies’
boardrooms, but boardrooms of
8
all organisations. We expect to
see an increase in companies: (a)
purchasing cyber liability insurance;
(b) introducing and testing more
robust cybersecurity response
plans; and (c) increasing expenditure
on technology contracts. With the
draft General Data Protection
Regulation being published in late
2015, 2016 will be the year that
the European Parliament finally
passes the regulation. Similar to
other industries that hold large
amounts of personal data, media
companies need to familiarise
themselves with the regulation
and begin the process of ensuring
that their companies are compliant
with it before it comes into force
(anticipated to be in 2018).
Of more immediate concern to
media companies will be how
data can be shared with the US in
light of the Safe Harbor invalidity
decision in late 2015. As companies
continue to implement measures
(such as by entering into model
clauses with data processors in
the US) to ensure that their data
is transferred to the US in line
with EU law, we expect more
guidance from the regulators and
also potentially a new “Safe Harbor
2.0 decision”, which should provide
greater clarity for companies that
wish to transfer data across the
Atlantic.
Digital single market
The draft cross-border portability
regulation, allowing consumers to
access content while temporarily
present in another EU Member
State, will be passed by the
European Parliament in 2016.
Media companies will be focused on
addressing their legal, commercial
9
and technical position in respect of
the proposed changes. We expect
to see further communications from
the European Commission setting
out its plans for the modernisation
of the EU copyright framework.
There will be a lot of debate about
the extent of any further initiatives
on cross-border access, and why
the principle of territorial licensing
remains a valid (and protectable)
model. The Commission says it does
not want to change the principle of
the territoriality of rights and that
the industry is against mandatory
EU-wide licensing – but there will
be concerns about any further
initiatives on portability which are
too loosely or too widely defined.
Later in the year we expect detail
from the Commission about specific
legislative proposals. Whilst its aims
are laudable – unlocking regulatory
barriers to exploitation of digital
rights across the EU – many of
its proposals are likely to conflict
with established business models
and exploitation strategies. Of
particularly relevance is the extent
to which rights holders should be
able to license their rights on an
individual country-by-country basis
in order to account for local tastes
and to maximise revenues. These
practices are also the subject of
legal challenge by the Commission
in connection with its investigation
under the competition law rules
of movies on pay TV, on which a
decision can be expected later this
year. Outcomes here could impact
on the models and strategies
used by media companies for the
inbound and outbound licensing of
content.
Intellectual Property (IP)
IP law’s application to new
technologies will continue to
remain a key legal concern for media
companies, and particularly content
owners. In the copyright arena a
number of rulings are expected in
relation to the important issue of
whether and in what circumstances
providing hyperlinks to protected
content may amount to copyright
infringement when communicated
to the public. Several cases decided
during 2014 and 2015 have
considered hyperlinking and its
copyright implications. However,
none of these cases has dealt
directly with the issue of linking
to content not initially authorised
by the copyright owner. The
common-sense approach would
suggest that hyperlinking to such
content without the permission
of the copyright owner should be
an infringing act in and of itself.
However, taking this approach
would affect a vast number of
entities providing hyperlinks and
would therefore be very difficult
to police. Additionally, entities
wishing to provide hyperlinks to
others’ content would face a heavy
diligence burden in establishing in
each instance that the rights holder
had provided consent to the initial
communication. This burden would
be on going as, whilst providing
the hyperlink, they would need to
continue to satisfy themselves that
the rights holder had not revoked
its consent.
Finally, the court may well decide
that the primary infringer is the
party against which the rights
holder should bring any claims
and the provider of the hyperlink
should not also be responsible for
infringement. The position is simply
not clear cut at this stage, making
it difficult to predict the court’s
outcome. We will watch this space
with interest during 2016.
Net neutrality becomes reality
throughout the EU, or does it?
A new regulation which takes
effect on 30 April will enshrine
the principle of net neutrality –
that ISPs should enable access to
all content on a non-discriminatory
basis – in EU law. The new rules
declare throttling (slowing down
of an internet service by an
ISP) and blocking to be illegal.
However, this is subject to various
exceptions for measures that are
in the “public interest” and, more
controversially, to enable the
provision of “specialised services”
– being those that require betterquality access to the network to
function properly.
When it comes to applying the
new rules, all eyes will be on
those who may seek to test their
limits, including streaming service
providers who have been criticised
for taking advantage of similar
loopholes in other territories where
net neutrality legislation has been
implemented. Proponents of net
neutrality have noted in particular
that any proliferation in loopholes/
exceptions will jeopardise
innovation and potentially make
it more expensive to provide
media services to consumers (if
it is necessary to pay more to get
preferential treatment from ISPs).
The effect of ad-blocking on how
we consume content
2015 will be remembered as a
victory for “ad-blocking” software
with penetration within the UK
adult population at about 20%. This
increase was due, in no small part,
to Apple announcing (in September)
that it would allow ad-blocking
apps into the “App Store”. 2016
will see publishers use a variety of
methods to compete against the
uptake of ad-blocking software,
including: (a) putting content
behind pay walls (whereby users
have to pay to access what was
previously free ad-funded content);
(b) endeavouring to educate
readers that ads fund content (The
Guardian has already attempted
to do so); and (c) preventing users
from accessing content while
ad-blocking software is enabled
on that user’s device (City AM has
already started implementing such
software on to its desktop site).
Media companies that rely on
online advertisements as a major
source of revenue will need to
monitor the uptake of ad-blocking
in 2016 and be prepared to
implement measures, such as those
listed above, if they see revenues
dramatically drop. However, before
such action is taken companies
would be well advised to ensure
that ads placed on their websites
are relevant and not unnecessarily
intrusive (which are two major
reasons why we have seen an
increase in ad-blocking software
penetration).
debate, as consumers becoming
more and more “data hungry”,
Ofcom is having to resort to ever
more creative methods to free up
spectrum to the mobile networks.
One solution it has identified is
spectrum currently reserved for
usage by the public sector being
transferable for commercial access.
Shortly it will be auctioning certain
portions of spectrum used by the
Ministry of Defence. The bands
that are set to be released are
suitable for 5G and high-speed and
high-bandwidth data services.
There will be no cap on the amount
of spectrum bidders can buy in
the forthcoming auction – Ofcom
considers a cap would prevent
bidders buying adjacent block
which would be required to support
very fast download speeds. More
substantively, Ofcom will continue
to need to make important policy
decisions as to how to allocate
spectrum. Expect to hear more talk
of how best to use technology to
employ spectrum more efficiently,
whilst at the same time concerns
are raised as to the concentration
of “spectrum power” in the hands
of a small number of providers.
Spectrum 5G
Last year saw mobile networks
locking horns with the broadcast
sector over access to spectrum,
each side seeking to demonstrate
why it was more deserving of
priority access to what has become
a scarce resource. Irrespective
of the rights and wrongs of this
10
Ingrid Silver leads Dentons’ UKMEA Media and Entertainment group. She has been involved in the Technology, Media and
Telecommunications sector for over 20 years and has extensive experience of advising established “blue-chip” corporates
and multi-national companies as well as disruptive new market entrants and is an expert in the provision of transactional and
regulatory advice to the media sector. Ingrid’s practice deals with all aspects of media ranging from traditional areas such as
film and television; advertising and marketing; music; and publishing; to innovative media such as gaming, social media and
interactive content. Ingrid’s list of global clients draw upon her in-depth international sector experience and expertise (and her
multi-lingual skills), and is noted for the pragmatic and commercial advice she provides clients. Media Law International describe
her as “extremely helpful to deal with and ready to go the extra mile for the client”. Most recently, she is ranked in both Chambers
UK, 2016 and Legal 500, 2015 and highlighted as “a highly skilled and experienced professional, who engages her clients with
utmost dedication and collegiality”. Ingrid is also listed in the Who’s Who Legal, 2015 for Telecoms and Media and was recognised
recently in the Expert Guides’ Women in Business Law, 2015 in their Technology, Media and Telecoms expert listings in the UK.
+44 20 7246 7483, [email protected]
11
BU I LD IN G A B RIGHTE R,
I N NOVAT IV E FUTURE
R EQ U IR E S BO LD STEPS
By Danielle Brown,
Vice President and Chief Diversity Officer, Intel[1]
impressive and unprecedented
investment by Intel in diversity, and
provides a report card on progress
in the program’s first twelve months
of operation.
___
Just over a year ago, in January
2015, Intel CEO Brian Krzanich
stunned the tech sector with an
announcement of Intel’s Diversity
in Technology Initiative[2]. This
initiative committed Intel to
reaching full representation of
women and under-represented
minorities in its workforce by the
year 2020, and included a $US300
million investment to encourage
more diversity at Intel and within
the technology industry at large.
This was followed on June 9 2015
by the announcement by Intel
Capital of the Intel Capital Diversity
Fund – to invest $125 million in
technology start-ups led by women
and underrepresented minorities.
In this exclusive interview with The
Mobile Century (TMC), Danielle
explains the reasoning behind this
TMC: Congratulations, Danielle,
on being selected to lead Intel’s
Diversity in Technology Initiative,
as Intel’s Chief Diversity & Inclusion
Officer. Can you explain in more
detail what the program is about
and the thinking which led Intel to
prioritise diversity as an area for
major investment?
Ms Brown:Thank you, my team
and I are thrilled to have the
opportunity to lead this important
work for Intel.
Our goal with this initiative is
to deliberately and intentionally
diversify our workforce while also
extending our reach to impact the
industry and innovation ecosystem.
Intel is evolving, and we firmly
believe that diversity & inclusion
are driving forces behind Intel’s
growth and relevancy.
Intel’s Diversity in Technology
initiative seeks to increase
diversity and inclusion at Intel
and in the technology industry. A
year ago, our CEO, Brian Krzanich
announced Intel would lead by
example, starting with a bold new
goal to achieve full representation
of women and underrepresented
minorities in Intel’s U.S. workforce
by 2020.
This means that
Intel’s workforce will be more
representative of the skilled talent
available (market availability) in the
U.S. in the positions for which we
hire. We believe that diverse teams,
thinking and leadership styles
create more opportunities for
innovation, creativity and strategic
thinking.
In addition to Intel’s own workforce
goal, Brian said Intel would also
invest $300 million to help build a
more robust pipeline of technical
women and under-represented
minority talent, to support hiring
and retaining more women and
underrepresented minorities, to
invest in women and minorityowned businesses, to diversify our
supply chain and fund programs
to support a more positive
representation of women and
12
underrepresented minorities online
and in the smart, connected world.
TMC: Silicon Valley and the US
Tech Sector is often criticised for
its lack of diversity, which in turn
will lead to a reduction in Silicon
Valley’s leadership in innovation
and creativity. What do you see as
the real link between diversity of
workforce and innovation?
Ms Brown: It’s true that the
technology industry has tended
to be less diverse than the world
at large with respect to the
types of people, experiences and
backgrounds that they represent.
We believe diversity and inclusion
brings new ideas, offers different
perspectives, and invites fresh
insights to our business challenges
and market opportunities. Intel is
evolving, and we see diversity and
inclusion as a driving force for our
future growth.
At Intel, we must grow our new
and emerging businesses while
keeping our core business strong
and relevant. To do this, we need
a village. And not a village of “like
minds,” we need individuals and
teams with different backgrounds,
new perspectives, diverse ways
of thinking and problem solving.
It’s this diversity of thought,
experience, and styles that will drive
more creative, more innovative and
faster solutions to the complex
challenges and opportunities
required for our growth.
Besides simply driving for diversity,
we must foster an inclusive
environment. Inclusion is essential
for innovation and growth; it means
13
employees feel free to bring their
full selves to work, offer unguarded,
authentic perspectives, and find a
respectful place for those ideas.
We believe that real change comes
from both diversity and inclusion.
We are thrilled that a 2015 Pay
Parity audit showed that we
achieved 100% gender pay parity
across U.S. job types and job levels
for 2015. This means that in the
US men and women at the same
level of the organization are paid
the same for their work. We look
forward to maintaining parity.
Beyond our fundamental belief in
diversity and inclusion, the business
case is solid. Startups that have
more women in senior positions are
more successful than those that do
not, according to several studies.
And private firms led by women
achieve a 35 percent greater
return on investment. Meanwhile,
McKinsey predicts more people will
need to enter the U.S. workforce to
sustain the country’s historic rate
of GDP growth. Women graduate
with college degrees at rates
greater than men; Hispanics will
account for most of the country’s
future growth for the next 35
years, according to Nielsen. Nielsen
also reports that African-American
buying power will top $1.3 trillion
by 2017. And the United States
is expected to reach minoritymajority status by 2043, less than
two generations from now. That
means the economy of tomorrow
is likely to be driven in greater part
by women and underrepresented
minorities.
But although diverse teams
and companies create more
opportunities for innovation,
creativity, and strategic thinking,
only 15 percent of venture capitalfunded companies have a woman
on the executive team, and woman
CEOs and founders, receive only
3 percent of total venture capital
dollars. Furthermore, fewer than 1
percent of the founders of Silicon
Valley companies are African
American or Hispanic.[3]
At Intel, we see improving our
workforce representation as critical
to keep us at the forefront of a fastchanging and evolving technology
industry. We want to ensure we are
delivering products and solutions
that meet the needs of all our
customers.
TMC: Intel Capital also set up a
Diversity Fund last year. What is
the focus of this fund, and how
will it serve Intel’s overall diversity
objectives?
Ms Brown: The Intel Capital
Diversity Fund, the largest of
its kind, identifies and invests
in women and minority-led
technology start-up companies.
The fund will invest $125M over
five years on a broad spectrum of
innovative companies to ensure
that funded entrepreneurs enjoy
the access to business development
programs, global network,
technology expertise and brand
capital their talents deserve. This
fund further underscores Intel’s
broad commitment to diversity
and inclusion in all aspects of its
business.
Our CEO, Brian Krzanich,
nominated Intel Capital Managing
Director and Vice President Lisa
Lambert to lead this fund, applying
the same intent and effort to our
investment portfolios by investing
in high-growth companies led by
women and underrepresented
minorities. These groups are
powerful consumers and
influencers whom we expect to play
a greater role going forward in the
technology industry as creators and
leaders. Lisa is herself a software
engineer and accomplished tech
investor who leads Intel Capital’s
investments in software and
services. She also knows from
experience that the biggest hurdle
for such entrepreneurs often isn’t
the quality of their ideas, but the
connections, experience and
funding to make them scale.
Intel Capital is committed to
investing in the best talent from a
myriad of backgrounds to cultivate
brilliant innovations that serve the
needs of a diverse public. This fund
enables Intel as a company, and
Intel Capital as one of the largest
sources of venture capital, to chart
a new approach to diversity in an
industry that desperately needs
one; expand the market for Intel
products and services, and help
sustain the long-term strength of
the U.S. economy.
TMC: What does Intel Capital hope
to achieve from the fund? Is this
good business strategy, or just
good PR? What are the goals and
metrics for success?
Ms Brown: While we believe the
recent debate about and attention
to the lack of diversity in tech
and venture capital is healthy and
timely, our Diversity Fund is not a
reaction to those events but rather
a sign of Intel’s desire to lead on
this important issue. The fund
enables Intel as a company, and
Intel Capital as one of the largest
sources of venture capital, to chart
a new approach to diversity in an
industry that desperately needs
one; expand the market for Intel
products and services; and help
sustain the long-term strength
of the U.S. economy. It will have
a meaningful impact on making
the start-up workforce more
reflective of our broader society
and economy.
We hope over the next five years
to achieve a significant increase
in the number of women and
underrepresented minorities who
enter the start-up pipeline, build
successful companies and, where
appropriate, make exits. Intel
Capital Diversity Fund enables
us to demonstrate to the venture
industry that backing diverse
entrepreneurs isn’t just the right
thing to do – it’s good business.
While we are open to considering
start-ups from any and all sectors,
we are focused on investing in
companies that demonstrate
a strategic alignment to Intel
Corporation’s business units and
primary sectors of focus.
We expect to invest roughly onefifth of the $125 million each year
for the next five years. However,
in some years, we may invest more
than others. For the foreseeable
future, we expect that we will focus
on the U.S. market.
TMC: Besides this fund, what else
is Intel currently doing to support
and drive workforce diversity and
thereby to drive innovation and
creativity?
Ms Brown: We are making a range
of investments and introducing a
number of initiatives focused on
creating an inclusive environment,
retention, and on supporting the
pipeline in our local communities.
For example:
• Hiring and Retention- We will
continue to raise the bar on our
hiring and retention goals, and we
will drive accountability by making
progress to these goals a part of
all of our employees’ annual bonus.
•Launching our enterprisewide GROW program. GROW
is Intel’s approach to building an
inclusive, high growth culture.
Based on the latest neuroscience,
it is focused on action, creating a
seamless, cross-company method
of making new habits and learning
together. GROW engages every
single employee, simultaneously,
in creating the same level of
breakthrough for inclusion that we
do with our technology.
• We plan to do in-depth research
on both internal and external
drivers of progression and retention
for our underrepresented minority
populations in the U.S. and share
findings with the industry in our
2016 mid-year report.
•Inclusion Online: Hack
Harassment. In January, Intel
partnered with Vox Media, Re/code
and Born This Way Foundation
to co-create Hack Harassment, a
new, collaborative initiative to fight
online harassment and provide safer,
more inclusive online experiences.
After a series of hackathons and
growth in partnerships, findings,
recommendations and progress
14
will be announced at the Code
Conference in June 2016.
•Family friendly benefits for Intel
employees will be increased. From
2016 we are quadrupling and
expanding our fertility coverage,
and creating many benefits to
support working mothers and
fathers.
•We are collaborating with the
Oakland Unified School District
on a $5 million investment to
help build the pipeline of diverse
engineers in the tech industry.
•Finally, we are committed to
transparency. We will continue
to share publicly our goals, our
progress to them, and our detailed
workforce data, including how
many employees left the company.
TMC: Finally, how can others
become involved in and support
this great diversity initiative,
15
for the benefit of the whole
industry? Would you welcome
offers of support from the GTWN
membership, and if so, how could
we support your efforts, not just in
the US, but more broadly?
Ms Brown: At Intel, we welcome
the input and contribution of
the GTWN membership and its
supporters in this important work.
It is wonderful to know that an
organization such as the GTWN
exists, to support senior women
in the tech sector, and that the
organization has many male
champions as well. As we take
Intel’s Diversity program forward
into 2016 and beyond, we will be
reaching out to as many women
as possible in our ecosystem,
including the GTWN, and keeping
them abreast of opportunities to
get involved. Together, let us make
2016 a great year of achievement
for diversity in the technology
industry.
___
Danielle Brown is Intel’s Chief Diversity & Inclusion
Officer, leading execution of the company’s 2020
Diversity & Inclusion goals announced in early 2015.
She has been involved in Diversity & Inclusion work
throughout her career, including the past seven years
at Intel.
1
http://www.intel.com/content/www/us/en/
diversity/ -at-intel.html
3
Sources: Babson College Diana Report on Women
Entrepreneurs; CB Insights Venture Capital Human
Capital Report.
2
TA K IN G L E SSO NS F RO M
S I L I CO N VA LLE Y TO E ND
E XTR E M E POV ERTY 1
by Ann Mei Chang
Chief Innovation Officer and Executive Director at U.S. Global Development Lab at USAID 2
Over the past 20 years, the number
of people around the world living
in extreme poverty has been
cut in half. This past September,
193 of the world’s leaders came
together to adopt the Sustainable
Development Goals (SDGs), with a
headline target of ending extreme
poverty by 2030. For the first time
in the world’s history, this looks
possible.
failing states -- will become harder
and harder to reach. Additionally,
the world is not even close to
deploying the estimated $3 trillion
a year needed to achieve the SDGs.
To address these realities, we must
work faster and harder to ensure
the world’s most vulnerable are
empowered and served. We must
apply the insights of innovation
communities like Silicon Valley
to find new, more effective ways
to reach the very poor. Over the
almost 25 years I worked in Silicon
Valley, I saw how the world’s most
powerful innovation ecosystem not
only continuously reinvented itself,
but also transformed how we live
-- with inventions like the world
wide web, smartphones, and social
networking. The technologies
themselves are only the tip of the
iceberg; even more powerful is the
underlying ingenuity, incentives,
and discipline that has made them
possible. I’m confident that by
harnessing such approaches, we
can help the remaining 700 million
people who still live on less than
$1.90 a day lift themselves out of
poverty.
At the United States Agency for
International Development’s U.S.
Global Development Lab (the Lab),
we seek to create a new model for
21st Century Development that
borrows from some of the best
practices of Silicon Valley. Our goal
is to identify those innovations that
can bend the curve of progress by
increasing impact, reducing costs,
accelerating progress, and/or
extending sustainability. Six of the
core approaches we are exploring
include:
But it won’t be easy. To start,
China’s economic growth has been
responsible for three-quarters of
these gains. And, as poverty rates
continue to fall, the remaining
poor -- concentrated in fragile or
16
Open innovation: Galvanize top
talent globally to address some
of the toughest problems in the
world through challenges, prizes,
and venture-style risk funding. The
reward is saving and transforming
lives, rather than receiving stock
options.
Data and iteration: Take a page
from agile and lean methodology
by driving rapid, incremental,
and iterative improvements to
development programs. Seek data
through surveys, polls, and sensors
from the local environment and
the customers themselves. Create
feedback loops that continually
increase effectiveness.
Evidence: Use hard evidence, like
proven development outcomes
and impact to end users -- similar
to how Silicon Valley might use web
traffic or revenues -- to determine
what interventions should receive
greater investment.
Scale and sustainability: Scale to
the size of the problem. Don’t be
satisfied with programs that only
reach a small fraction of those in
need. Insist on business models
that continue to expand when
grant funding runs out. Learn from
the dot com crash that planning for
sustainability is essential.
Enabling technologies: Build on
the tools of the digital revolution
where they are appropriate and can
deliver development impact more
effectively and efficiently.
Partnership: Capitalize on the
talent, expertise, infrastructure, and
reach of companies, universities,
17
nonprofits, and other development
agencies to accomplish a degree of
impact that we could not achieve
on our own.
Since we launched the Lab less than
two years ago, we have invested in
362 new solutions for food security,
health, climate change, energy,
and economic growth challenges.
Among these is Off Grid Electric, a
great example of how we are taking
approaches from Silicon Valley to
discover and invest in development
innovation that has the potential to
change millions of lives.
Off Grid Electric provides affordable
and reliable energy to 10,000
new households each month in
Tanzania. Off Grid has been able
to scale through an innovative
leasing model, which charges rural
households only a few cents a day
through a mobile payments system.
This has enabled families who are
unable to afford the upfront cost
of a solar system to transition
from kerosene to a cleaner, more
affordable energy solution. Our
Development Innovation Ventures
(DIV) has partnered with Off Grid
since 2012, providing three rounds
of venture-like tiered funding
to test and prove its operations.
This funding has been catalytic
and attracted several times our
investment in equity and debt
from private and public sources.
In early 2015, Off Grid Electric
partnered with the Government
of Tanzania with an aim to bring
access to affordable electricity to
one million Tanzanian homes -- five
million people -- by 2017.
Century Development. To achieve
our audacious goals by 2030, we
believe we need to do development
differently. We need new
approaches, tools, and solutions.
We need to be customer focused
and data-driven. We need to work
in coordination with partners. And
we need to start now.3
___
This blog first appeared in The Huffington
Post on 27 January 2016. http://www.
huffingtonpost.com/ann-mei-chang/takinglessons-from-silic_b_9081804.html
1
The Lab is the newest bureau at USAID
and aims to transform global development
through science, technology, innovation, and
partnerships.
2
This blog kicks off a series on the Huffington
Post about tackling extreme poverty through
21st century development approaches.
3
Off Grid Electric is just one
example of this new model of 21st
Ann Mei has more than twenty years of engineering and leadership experience in Silicon Valley. She served as a Senior Engineering
Director at Google for eight years, where she led worldwide engineering for Google’s mobile applications and services. She
oversaw 20 times growth of Google’s mobile business in just three years, delivering over $1 billion in annualized revenues. At
Google, she also led the product development team for Emerging Markets, with a mission to bring relevant mobile and Internet
services to the two-thirds of the world’s population that is not yet online. Ann Mei has held leadership roles at several other
leading companies including Apple (leading engineering for the initial release of Final Cut Pro), Intuit, SGI, and a few startups.
Ann Mei Ann Mei is a member of the Board of the GTWN. She was recognized as one of the Women In the World: 125 Women
of Impact for 2013 by Newsweek/The Daily Beast. She is a member of the 2011 class of Henry Crown Fellows at the Aspen
Institute and holds a BS degree in Computer Science from Stanford University.
Follow Ann Mei Chang on Twitter:www.twitter.com/annmei
I NN OVAT IO N A ND
DI VE R S IT Y DRIV E THE
DI GI TAL ECO NO M Y
by Renee LaLonde
Founder and CEO of iTalent Corporation
2015 saw a major shift in the
digitalization of many traditional
sectors of the economy and
society, including education, health
and social services. Online classes
in the form of MOOCs became
markedly more available, health
records began to go online, online
retail made significant inroads into
bricks and mortar businesses.
New digital trends, such as cloud
computing, mobile web services,
and smart grids, are radically
changing the business landscape,
reshaping the nature of work, the
boundaries of enterprises and the
responsibilities of business leaders.
Social networks have expanded
their reach even further into all
areas of our lives.
18
These trends enable more than
just technological innovation.
They spur innovation in business
models, business networking and
the transfer of knowledge and
access to international markets
The digital economy is now the
single most important driver of
innovation, competitiveness and
growth, and it holds huge potential
for entrepreneurs and small and
medium-sized enterprises (SMEs),
in both developed and developing
economies.
At the same time, this rapid process
of digitalization has brought with it
a number of significant challenges.
There has been a growing awareness
of the importance of cyber security
to the digital economy, and of the
necessity of balancing security
with personal privacy. In a world
where it is estimated that there
are currently ~8 Billion ‘things’
connected to the Internet, ranging
from a wide variety of products
to services developed in order to
ease transactions, the industry is
flooded with opportunities; for both
growth, but also for failure. It is the
responsibility of all business leaders
to acknowledge these challenges
and to familiarize themselves with
the various solutions available. As
industry digitizes, management
must also shift their focus to
help companies transform their
businesses, their thinking, and their
resources, to meet the new digital
world. It is no longer sufficient to
be a “one trick pony” in the digital
economy, nor enough to be a single
solution provider.
More than three billion people
are currently connected to the
internet – almost half of the world’s
population. The challenges of
digital transformation are being
19
felt by economies and businesses
the world over, but there are still
significant regional differences.
For example, according to the
European Commission , about
40% of European enterprises are
still non-digital, while only two
percent of European enterprises
are currently taking full advantage
of new digital opportunities. In
contrast, over the last five years,
mobile applications development
alone has created nearly 500,000
new jobs in the US. It is clear that
small businesses can grow two
to three times faster, and create
new jobs when they embrace
digital technologies. Once beyond
their limited means, using digital
platforms small businesses can now
go global from day one, reaching
overseas markets and talented
potential employees.
But at the same time, success in
the digital economy requires more
than just maintaining a conscious
awareness. It requires a proactive
approach, collaboration with
your business partners and your
whole ecosystem, and an open
innovation approach, to allow for
greater involvement by all your
stakeholders. It is important that
companies know how to access the
support they need, when they need
it. Managers need to be offered
the most up-to-date solutions
and services based on accurate
forecasting and a corporate
memory of proven strategies.
In this way, businesses will see
the benefits of their dedicated
investment in digitalization, and
be able to demonstrate the overall
success of their efforts, which in
turn will spur everyone on to even
greater achievements.
One area that is often overlooked
in the process of digitalization is
the workplace environment itself.
We are driving innovation at iTalent
through digitalization of our own
workplace. By implementing our
own new mobile solution, we
are demonstrating the power
and effectiveness of real time
collaboration, that streamlines the
interaction between our clients
and our operations team. Where
once we used to rely on emails and
phone calls, we have been able to
take advantage of technology to
drive innovation and efficiencies
in our consulting practice in a way
that no other firm is doing today.
Driving performance excellence
with
Social
Knowledge
Management (SKM) for one of our
biggest clients has transformed
their organization from “sharing in
silos” to having shared Finance
knowledge across the enterprise,
whether in the office or on the
move. Now it is easy for everyone
in the company to exchange ideas
or decisions which would otherwise
be buried in email or documents.
This knowledge and data is
identified as assets that are tagged,
shared and followed by the group
or anyone else who is interested.
The business as a whole is
empowered, as more workers
become experts across functions,
and as knowledge maturity
accelerates from the individual to
the small team to the broader
organization.
Globalization is generating an
overwhelming excitement in the
industry, and it is easy to get
swept away by the hype. The
amount of information received by
management is overwhelming and
the potential is never ending, and
there is a clear need for a change in
approach to resource management.
The value in diverse solutions
and collaborative efforts cannot
be understated. The opportunity
for growth has never been more
prominent. It is the responsibility of
all companies, and the innovators
that lead them, to capitalize on
the opportunities presented by
digitalization, all the while retaining
their corporate memory as well as
keeping a keen eye on industry
forecasts.
Technology may be the key to
success in the digital economy, but
it is ultimately our people who will
make it happen. Our success would
not have been possible without the
many people that make iTalent the
kind of company it is. As businesses
grow and strengthen in the digital
economy, it becomes even more
important to define the core values
which inform the company’s brand,
culture and business strategy.
For us these core values are:
exceptional customer service, open
communication, trust and integrity,
humility, resourcefulness, giving
back to the community, and worklife balance.
Renee La Londe is Founder & CEO of iTalent, a woman
and minority-owned global technology consulting and
system integration services company. Her company
assists Global Fortune 500 companies with their digital
transformation initiatives, from achieving millions in cost
savings to enhancing workforce productivity that impact
thousands of employees.
CRN’s 2015 Women of the Channel’s list.
Ms. La Londe is well-versed in digitization trends having
achieved impressive results prior to starting iTalent. Not
only did she drive digital transformation for NetApp’s
support organization, she also was instrumental in Cisco’s
B2B commerce strategy where over 90% of the company’s
customers moved their paper-based transactions online to
create greater efficiencies and millions in savings. Renee
was recently named to the prestigious 2015 CRN Women
of the Channel List, won the bronze Stevie Award for
Female Entrepreneur of the Year, and participated as an
expert speaker at GSMA Connected Women conference
and Mobile World Congress. She also co-wrote the book,
Social Knowledge: Organizational Currencies in the New
Knowledge Economy. To add to her accolades, Renee
has been recognized as one of Silicon Valley Business
Journal’s Women of Influence 2015, was nominated as
a Women 2.0 Founder to Watch, and was honored on
iTalent is a women owned, global business enterprise
technology consulting services and cloud system
integration firm. iTalent helps companies such as Cisco,
Veritas, and Sephora do what they do better through a
wide variety of offerings such as digitizing operations
and increasing collaboration, business intelligence and
analytics, optimizing system processes and change
management consulting, cloud and software development,
and mobile application development.
All of these solutions and the diverse, unique, and
effective team makes iTalent the best fit for businesses
looking to streamline and improve business operations.
The team has numerous awards to its name, including
three APAC Stevie Awards, three Best in Biz Awards, five
Stevie ABA Awards, two Stevie Awards for Women in
Business, and a WRMSDC Rising Star Award.
20
I N NOVAT IO N A ND
CU LT UR E CHA NGE :
TA K IN G T H E LO NG V IEW
by Kate McKenzie
Chief Operations Officer, Telstra Corporation
As part of the Senior Management
Team at Telstra, I and my colleagues
spend a lot of time thinking about
and discussing innovation and
culture change. We do this because
we know innovation is a key driver
of growth – not only for companies,
but also for our customers, the
economy and society as a whole.
I have formed the view that to
succeed, an innovation strategy
must be multi-pronged and multidimensional. It must be integrated
into the company’s core processes,
the senior leadership’s strategic
agenda, as well as the behaviour
of both individuals and teams. By
its very nature, then, innovation
requires a root and branch process
of culture change, which in turn
21
means it cannot happen overnight.
It demands patience, optimism and
a ten to twenty-year horizon.
Telstra began its journey of evolving
from a traditional, fully integrated
telco to a modern digital technology
company several years ago. To
remain sustainable in the longer
term, we must simultaneously keep
growing our traditional businesses,
while staying up to speed with
the debate and experience of
our colleagues and peers around
the globe, and investing in new
partnerships and up-and-coming
young start-ups. We can no longer
remain in our silos, expecting to
rely solely on home grown ideas.
We must actively seek out and
apply the best approaches that we
can find around the world.
As part of this strategy, in late 2015
I travelled to Estonia and Israel to
meet the key players in two of
the world’s fastest growing tech
hubs. Here I met and exchanged
views with a variety of companies
and individuals on how we can
further join forces to enhance our
individual innovation and culture
change processes. And in both
countries I found parents who
are no longer encouraging their
children to become doctors or
lawyers – they are now getting
their kids to study science and
information technology and
become entrepreneurs, as a way
to build and also take advantage
of opportunities in the digital
economy.
I am now more than ever convinced
that we as an industry need a three
pronged innovation strategy, which
focusses on:
•People and their individual
characteristics
•Systems and environments
•Business models and processes.
I am happy to say that at Telstra
we have made great strides
over the past 12 months in our
people strategy, and an important
component of that is the work
we’ve done to diversify our
workforce. We have established a
new community of women and men
across all business units, who are
passionate about championing the
values, experiences and careers of
everyone in the Telstra community,
particularly our women. We are
making Telstra more welcoming
and more supportive for women
in tech, while also giving them a
space to collaborate and support
other women across the company.
Brilliant Connected Women, as
the group is called, has been a
great success. This is in no small
part thanks to the drive of Telstra’s
Group Executive for International
and New Businesses, Cynthia
Whelan, and her team. Our ‘All
Roles Flex’ policy has also helped
managers across Telstra change
the way they work so we can
hire and promote people who
bring different backgrounds, life
circumstances and skills to the
table. We have also stepped up our
efforts to encourage more young
people, including young women,
to study STEM subjects and to
enter the tech sector. We want to
make parents in Australia see the
opportunities for their children in
digital tech, just like those I have
met overseas. It is vital, if we are
to remain a driver of innovation in
the economy, that we attract the
brightest minds to our industry.
The physical workplace
environment is often overlooked as
a key element of corporate culture.
However, if you want people to
think differently, question the
status quo and collaborate on new
ideas, you have to give them an
appropriate space in which to do
so. Last year we opened Telstra’s
new Gurrowa Innovation Lab in
Melbourne, which is a space that
allows different teams from across
Telstra and our customer and
partner network to come together
and drive the new wavof innovation
of Telstra. 1
Gurrowa,
which
means
‘interchange’ in the local
Aboriginal Wurung language, has
been designed specifically as a
co-creation environment, and at
TELSTRA: City of Melbourne Chief Digital Officer Michelle Fitzgerald addresses competitors
on the first day of the IoT Challenge, co-hosted by Telstra.
the moment we’re working on
projects to connect haptic robots
to rural ultrasound equipment, to
design portable systems that can
locate lost children in remote areas,
and to develop sensor applications
to predict when equipment or
structures may fail.
And to be truly innovative, we need
to design new processes, systems
and business models that will
deliver speed at scale for new and
enhanced products and services
for our customers. For example,
with Gurrowa we can develop
a fully integrated and iterative
design process. It provides a space
for the design and prototype IoT
devices, the network services to
connect them, and the software
developers to bring the services
to life. We have also partnered
with Pivotal to bring Pivotal Labs
to Australia, which is a fantastic
extension of Telstra’s innovation
network and our capacity to deliver
world-class technology solutions to
our customers. We believe this will
create a pipeline of skills in a range
of areas, which in turn will further
our innovation and culture change
agendas. I am also very pleased that
our start-up accelerator, Muru-D2,
which since 2013 has seen 100
start-ups accelerated, 34 successful
companies launched, and now
operates also out of 4 locations
including Singapore and Brisbane,
and has partner agreements with
other start-up incubators in key
markets.
But of course truly innovative
cultures are innovative everywhere.
We’re working hard to encourage
all of our people to develop, share
and bring ideas to life in every
part of the business. It’s about
supporting people to be creative,
to take calculated risks, to speak
up and have the courage to solve
problems in new and different
ways. We do that partly through
22
good leadership across the
company, but also through specific
initiatives such as our Innovation
Hub and Pitch Nights.
In summary, then, to be truly
innovative companies, we can no
longer just focus on the technology
driving the digital revolution. We
need to look at the culture, people,
environment and processes that
influence our everyday work. We
need a holistic approach, based on
collaboration, networking and idea
exchange. This is why I value my
interactions with the membership
of the GTWN. Let us continue to
work together to keep our industry
the driver of social and economic
innovation around the world.
--1
For more detail see http://exchange.telstra.com.au/2015/08/04/welcome-future-innovation-telstra-gurrowa/
2
https://muru-d.com/
Kate McKenzie Is GTWN’s President for Australia. Kate has been Telstra’s Chief Operations Officer since October
2013.
Kate says that she loves her job, as the Operations team is the backbone of Telstra’s business and because the
Innovation, Technology and Networks teams are leading Telstra’s evolution as a world class technology company.
Before this role, Kate led teams overseeing product, promotion and pricing, strategy marketing, and Telstra’s
regulatory, policy and communications activity. Prior to Telstra, Kate was Director-General of the Department of
Commerce in New South Wales. She is also a Director of Pay TV operator FOXTEL and Allianz Australia. She is also
a self-confessed big science fiction fan.
23
DI GI TAL
TRA N SFO RM ATIO N: A NEW
FOR MUL A FO R SUCC E SS
by Mosiri Cabezas
Director of Digital Transformation and Business Acceleration at Telefónica
Everyone alive today will have the
opportunity to experience what
it is like to move from one era of
human development to another.
This new era will be one where
we love, work, learn and age in a
completely different way to our
forebears
.
This year is going to be a critical
one for the process of digital
transformation of society and
the economy. Individuals and
companies have already realised
that change, and in particular digital
change and digital transformation,
is a necessity that needs to be
made a top priority, so that we can
all learn to overcome our present
challenges and survive the future
ones.
Last year I co-authored a book
entitled “The Great Opportunity.
Keys to leading the digital
transformation of enterprises and
technology” in which I defined a
new formula for success of digital
transformation. Twelve months on,
I would like to share a refreshed
version of that formula, which has
benefitted from experience and
discussion with clients, as well as
further consideration and research.
DT= (Ve x Va x N x H) + (Human
Factors x customers x technology)
x Com
This formula is intended to help
everyone understand the elements
that, in my personal view, are critical
to tackling the key elements of a
profound, and necessary, process
of digital transformation.
The formula has 3 parts. Firstly,
human values and characteristics
that are essential to this
process; secondly, the agents
of transformation; and thirdly
communication. In other words,
the formula encompasses both
“soft” and “hard” skills, if you want
to view it that way.
In the end, what we are all going to
experience is a profound social and
economic change which is strongly
impacted by digital technology.
Therefore, this thinking will also
apply to many other changes taking
place in society and the economy,
which are not directly associated
with digital transformation.
THE FORMULA
PART 1 – HUMAN VALUES AND
CHARACTERISTICS
Let’s start our understanding of the
formula driving this transformation
by recognising the values and the
intrinsic reasons that lead us to this
change. Digital transformation is
primarily a challenge and a “human”
experience and therefore we must
understand the human values and
characteristics that we need to
promote, if we want to succeed in
this complex process.
Velocity: We have to be quick,
because we live an age of
exponential change. A rapid start
24
will be needed, to encourage
everyone to learn, experiment and
explore, but also so that we can
gain a competitive edge and arrive
before others.
Valour: We also have to be brave;
we must make decisions without all
the necessary information and data.
So at a certain level we must trust
our instincts and be brave, turning
the challenge of the unknown into
an opportunity. We need to be
aware that change is a necessity,
not an option. No turning back,
no alternative is possible, except
change.
Need: A team’s level of motivation
and morale is of vital importance
in a time of rapid and constant
change and transformation, both
of the workplace as well as of the
business model and competitive
environment. A successful team
leader needs to understand how
his/her workers feel and help
them expect success, so that they
can act successfully, and ultimately
succeed.
Humility: Speaking about humility in
corporate environments may seem
too “soft” an issue. But humility is
increasingly important, reminds us
that do not know everything and we
have to be willing to learn. Arrogant
attitudes of the past, giving way to
a leadership style closer and open
to hear and learn are the pillars of
the new leaders.
PART 2 - THE AGENTS OF
TRANFORMATION
There are three main agents of
transformation. The main ones,
which are also the most complex,
are related to people, that is our
own teams and clients. Within
the processes of change the
25
organization itself can become our
own worst enemy. The cultural
change that is required by digital
transformation involves talent
renewal processes, organizational
changes, learning to work
differently, while also mixing
generations and areas of expertise.
All of this must happen at once, so
it is vital to speed up and put in
motion the machinery of internal
change.
Above all, whatever we do, the
customer has to be the ‘raison
d’etre’ of the organization. Today
we have tools to know our clients
better and be ready to deliver what
they need at all times, thanks to
technology.
You might be surprised that
technology has been placed almost
last in our formula. Although
technology is part of the means by
which we have to achieve change
and also the main reason why
everything is changing, we cannot
put it at the center of everything
we do. Technology should be a
tool that allows us to adapt our
business to the changing needs of
our clients, but technology must
always be viewed against what
really makes sense for our market
and our business and above all, to
our clients.
PART 3 - COMMUNICATION: LET
THE WORLD KNOW
“everything is fluid” and there
are no boundaries between the
physical and virtual realms. A world
that surprises us every day and that
will surprise us in the future even
more.
I encourage you to develop your
own formula. Use it. Change it.
Evolve it, improve it and share
it again. This iterative learning
process will make our industry,
our societies and our economies
stronger, and more competitive. It
will allow us to be better prepared
for a future and a world that is even
closer than we previously imagined.
Mosiri Cabezas is Director of Digital
Transformation and Business
Acceleration at Telefónica, with
over 16 years’ experience in the
development and deployment of
digital services for Europe and Latin
America. Previously she held senior
positions in various business areas
and Telefonica Moviles and brand
marketing for Telefonica SA. She is
an Economist from the University of
the Basque Country, completed her
training in France at the University
Pierre Mendes France and did
an EMBA with a specialization
in e-business at the Instituto de
Empresa.
Whatever we do, let us not forget
the importance of communication,
both internally within our
organisations and externally with
the market. We have to share
what we want to achieve, as well
as the reason for the changes. Our
clients need to feel that we are
up to dealing with a reality where,
as the philosopher Bauman says,
UN L E ASH THE GA M E
CH A N G E R S
T H E GC IN D EX – A N EW S O LU TI O N TO THE
CHALLEN GES OF C ULTUR E CHA NGE
by Nathan Ott
CEO eg1
Companies in all sectors of the
economy are facing the same
dilemma: how to respond to the
enormous challenges confronting
them in a time of digital disruption,
rapid evolution of businesses
and the demands of clients.
Organisations have to somehow
transform their businesses whilst
at the same time keeping their
shareholders happy with ‘business
as usual’ and delivering expected
returns on investment. Similarly,
for governments, they must
somehow transform their modes
of service delivery whilst meeting
the expectations of politicians and
the community at large.
The solution to these challenges
does not lie in ever bigger
expenditure on technology.
“We have the technology” -the
solution lies in understanding and
recognizing the characteristics
and strengths required in your
workforce. Of those you already
have and those you need to attract
and ultimately retain.
crime rates dropped, schooling
and other basic services improved
and all because one woman had
the drive and determination to get
there against all the odds.
To set the scene: five years ago,
I was watching a documentary
about a young aboriginal woman,
Gina, in one of the less well
known aboriginal communities
in Australia. Her community was
at risk of a forced displacement
by the government and a global
mining company. Gina decided that
enough was enough and came up
with a way to change things. She set
about providing for her community
through building a haulage business
and contracting services back to
the mining company at a profit.
This got me thinking differently
about how we approach sustainable
step-change in our organisations,
particularly when faced with
adversity, disruption and the need
to adapt.
On the face of it everything was
against her: there were no open
doors, but she saw a better way
and she was going to see it through.
As a result of her efforts, Gina’s
community became more affluent,
Why did Gina do this? Why didn’t
anyone else? What qualities did
Gina have over and above the
leaders of the community?
What much of industry is facing
in digital transformation can be
viewed as a process of natural
selection - “adapt or die”. We
cannot rely solely on the notion
of continuous improvement and
incremental change. At some
point, we have to take a large step
forward to succeed.
Whilst the mobile industry has
always been, and will continue to
be, at the forefront of innovation
at a technology level, the approach
to its greatest asset, its people, is
26
still dominated by theories and
processes that haven’t much
changed in nearly 40 years. Instead
of seeing our co-workers in terms
of their titles, their backgrounds
and career paths, we need to learn
how to “genuinely” view and value
people for what they actually bring
to the table.
With some notable exceptions,
game-changing behaviours and
traditional corporate culture have
been relatively incompatible.
The classic entrepreneurial
story is of an employee growing
frustrated with not being able to
get management to see the value
in their new product suggestion
or ideas. The consequence? They
become disillusioned and leave to
do their own thing or even worse,
join a competitor.
Time to unleash the Game
Changers
Last year we published THE DNA
OF A GAME CHANGER STUDY
2015. This focused on the premise
that organisations are neglecting
a special group of talent, just like
Gina, which has the potential to
‘change landscapes’ in their world
and for those around them. The
Game Changers.
Our 2015 study demonstrated that
27
Game Changers are fundamentally
different from ‘High Potentials’
and ‘Traditional Leaders’ and are
difficult to define with traditional
talent assessment frameworks. It
identified the characteristics of
the Game Changer – as having
an uncommon combination of
obsession and imagination, which
often leaves them being referred
to as eccentric and ‘difficult’.
Leaders need game-changing
individuals at every level across
their organisation, who can see
‘ahead of the curve’, are willing
to take risks, and have the drive
to make change. They are the
individuals who ensure businesses
do more than just survive in today’s
fast paced digital world. Game
Changers often have the unique
ability to ‘see around corners’ in
ways that most of us cannot. They
do not fit in to our traditional
people metrics, talent frameworks
or nine box grids. However, they
are very often hiding right under
our noses and at ALL levels in the
organisation.
Now is the time to change
recruitment, talent management
processes and organisational
culture in order to avoid future
high potential people being clones
of what has gone before. We need
now to break the cycle of creating
risk averse and innovation-stifling
cultures with vision and action.
The traditional approach to talent
recruitment and development has
created a very one dimensional,
individualistic, hierarchical view
of leadership, that creates forced
and at times highly discriminative
processes and, with it, inflexible
and stifling organisational cultures.
Our cultures need to move away
from being “fail safe” and ones
where people feel “safe to fail”.
In the modern world of business,
it can be hugely frustrating, even
futile, being an imaginative and
innovative thinker unless you have
a team around you to help achieve
the possibilities that you see in your
world. Long-term transformational
change, and the success that comes
with it, depends on game-changing
teams and environments.
Game Changers as we know them
today
GAME CHANGING TEAM ROLES
(www.thegcindex.com)
There are many examples of how
industries and business models can
be changed by hidden talent, if we
recognise it and let it flourish.
In 2001, Google engineer Paul
Buchheit started using his ‘20%
time’ (the one day a week Google
allows staff to work on new
projects) to develop a new product.
Initially codenamed Caribou, the
product was, after nearly three
years of development, released
as Gmail and would reinvent the
entire web-based email category,
capturing 53% of the market.
When Ken Kutaragi, a junior
Sony employee, presented a
modified version of the Nintendo
and suggested Sony consider
developing a more powerful game
console of its own, many senior
managers were enraged and tried
to kill the project. Thankfully calmer
heads prevailed. The result was the
PlayStation.
But equally there are many
examples of Game Changers who
are unable to realise their potential
within an organisation, and have to
start out on their own to do so. Take
Natalie Massenet, founder of Neta-Porter, a website in magazine
format for selling designer fashion.
Credited by many as changing the
way designer fashion is retailed,
she began her career as a fashion
journalist at Women’s Wear Daily
and then moved on to Tatler in the
UK, where she worked as assistant
for the fashion director. What drove
Natalie to leave Tatler in 1998 and
28
start working as a freelancer before
setting up Net-a-Porter in 2000?
One can surmise that it was
because she saw the potential of
online fashion retailing well before
her colleagues did.
Apple got it right with their 1997
Think Different commercial...
“Here’s to the crazy ones. The misfits.
The rebels. The troublemakers. The
round pegs in the square holes. The
ones who see things differently.
They’re not fond of rules. And they
have no respect for the status quo.
You can quote them, disagree with
them, glorify or vilify them. About
the only thing you can’t do is ignore
them. Because they change things.
They push the human race forward.
And while some may see them as the
crazy ones, we see genius. Because
the people who are crazy enough to
think they can change the world, are
the ones who do.”
Almost 20 years later, we are still
struggling to make the fundamental
change in our businesses to
embrace the game-changing talent
at all levels that has the potential to
get us there.
in order to really understand what
makes them ‘tick’. It looks at how
organisations can get the best from
Game Changers and how to realise
their potential within the context of
teams and organisational culture.
We know that the key to success is
to transform individual action into
collective power.
Remember: not everyone is a Game
Changer, but everyone can make a
game-changing contribution!
The Future: How do we recognise
this special talent and make the
best use of it?
Our latest study, The DNA of a
Game-Changing Team 2016, delves
into the mind of a Game Changer
Nathan Ott, CEO at eg.1 and Director at The GC Index.
Nathan is a founding member of eg.1. Inspired by years in the industry seeking that “je ne sais quoi”, Nathan is the author of THE
DNA OF A GAME CHANGER and co-developer of eg.1’s THE GC INDEX – the only assessment instrument to identify, assess
and develop corporate Game Changers. Prior to eg.1 Nathan began his career in research working for a growth accelerator
specialist within the technology and professional services sectors; after three years he joined an international consultancy
providing business and technology solutions. Nathan holds a degree in International Business & Economics from the University
of Westminster and Universitat d’Alacant respectively.
Follow Nathan on Twitter
@TheGCIndex or
email [email protected]
29
W HAT WOME N (S TIL L ) WA N T
by Guy Pattison
CEO Long Run Works
sent replies from all of the UK and
from all parts of society. More
than 10,000 women filled out
a postcard, giving over 46,000
answers that generated newspaper
headlines and debate, from the UN
to across the UK in a town hall tour,
book and festival.
Twenty years ago, about the same
time that the GTWN was being
established as a leading group
of women in tech, a group of
campaigners for women’s rights
came up with a simple idea to
capture a female vision for society.
It was to ask the question “What
do you want?” on a postcard. No
lists. No prompts. No limits. The
founder of The Body Shop chain
of cosmetics stores, Anita Roddick
(later Dame Anita Roddick),
personally backed the campaign as
part of her ongoing campaign for
various social and environmental
issues. The Body Shop distributed
the cards along with the Co-op
Bank, Cosmopolitan magazine
and many others. With complete
freedom to say whatever they
liked, in their own words, women
The
responses
offered
unprecedented insights into
women’s thoughts, opinions and
needs that had a significant impact
on the gender debate at the time.
The survey also showed that while
women may had won so-called
equal rights, women were far from
having equal influence in society.
March 8, 2016, which is
International Women’s Day, we
are launching What Women
Want 2.0 and this time we aim to
reach over one million British (and
hopefully other) women. 20 years
on, we will take advantage of digital
technology and social media, to
involve as many women as possible
in rich and robust debates that
make change irresistible here in
the UK, before launching globally.
• We are using a ground-breaking
digital tool called Appgree to
generate a level of data and
insights that wasn’t possible
in 1996 and has yet been seen
today.
• Our aim is to capture and share
the insights with businesses,
not-for-profit and communities
so that they can use the data
to help make the changes that
we’re still waiting for.
• Partners already on board
range from vInspired and City
& Guilds to The Women’s
Institute and The Fawcett
Society.
• Over 50 high profile supporters
are on board to help us spread
the word in the worlds of
business, politics, sport, science
and culture, ranging from Dame
Tanni-Grey Thompson, Justine
Roberts and Layla Hussein to
Gina Yashere, Maddy Hill and
Hayley Atwell.
• This not-for-profit campaign is
being driven by a collaboration
between We Are Women, led
by Sue Tibballs OBE, who was
part of the team 20 years ago
and Long Run Works. They are
being supported by a number
of inspirational volunteers.
The other major benefit and
where this campaign could be
truly transformational, is in the
data that we can capture and
how that can be used to support
change. With Appgree, millions of
women can share their ideas and
30
reach consensus in a matter of
seconds, thanks to their algorithm
DemoRank. For me, what’s really
exciting is that by removing lots
of the bias that exists in social
media, Appgree starts to deliver
some of the promise that digital
connectivity holds, and it turns
the campaign into a platform for
true democratic expression. With
the scale and scope of the data
that the technology allows us
to capture, the findings will also
represent a powerful mandate
for change. If you are a political
party, public authority or issuesled organisation you could have a
new level of insights and data that
can give you the confidence to
31
change a policy, strategy or activity.
If you are a business, this could be
an incredible opportunity to gain
insights into the needs, wants and
desires of women.
So come on, get involved and
tell us What Women Want at
www.thisiswhatwomenwant.org,
through social media or by sending
us a postcard.
As CEO of Long Run Works, Guy
Pattison sees his mission as bringing
together innovation (a new way of
doing things) with purpose (having
a positive impact on the world) to
create powerful new stories and
opportunities for change. Long Run
Works is about taking a long run
view of issues, so his other drive
for this campaign is thinking about
the world that his two young boys
are growing up in. He hopes that
this campaign will be a small but
significant step in getting everyone
– men and women - to listen, take
a more balanced perspective and do
things differently.
CI RC UL A R ECO NO M Y:
BUIL DING A PHONE TO
CREATE A FAIRER ECONOMY
by Bibi Bleekemolen
Impact Development, Fairphone
while at the same time increasing
Fairphone’s influence over partners
and practices within its supply
chain. One recent example of the
benefits of supplier collaboration
is the creation of the first-ever
Fairtrade gold supply chain within
the electronics industry.
Fairphone is a social enterprise
that is building a movement for
fairer electronics. We open up
supply chains to understand how
things are made and build stronger
connections between people and
their products.
The Fairphone 2 was were shipped
to buyers in December 2015 and
aims to shake up the industry and
change how people interact with
their devices. Its groundbreaking
architecture and design make it
the very first modular phone to
hit the market. This unique design
approach extends the life of the
phone by focusing on repairability,
We developed the Fairphone to
help us tell a much bigger story.
Our phone serves to uncover
production systems, address
challenging problems and stimulate
discussions about what is truly
fair. We’re making a positive
impact across the value chain in
mining, design, manufacturing
and life cycle, while expanding
the market for products that put
ethical values first. Together with
our community, we are changing
the way products are made.
Fairphone has over 40 employees
with 20 different nationalities
and 17 languages spoken. It is
100% independently financed
(no donations or venture capital)
to preserve our social values. We
are supported by an enthusiastic
community of Fairphone owners,
over 91,000 Facebook fans, over
20,000 Twitter followers and over
45,000 newsletter subscribers.
We are based in Amsterdam, the
Netherlands.
Fairphone started in 2010 as a
project of Waag Society, Action
Aid and Schrijf-Schrijf to raise
awareness about conflict minerals
in consumer electronics and the
wars that the mining of these
minerals is fueling in the DR
Congo. The campaign and related
research ran for three years. In
2013, Fairphone was officially
established as a social enterprise
to help us expand the reach of our
goals. By creating a smartphone,
we are using commercial strategies
to maximize our social impact at
every stage of the value chain,
from sourcing and production to
distribution and recycling.
Fa i r p h o n e i s c o m p l e t e l y
independently financed. We
started as a project within Waag
Society, a research institute that
invests in creative technology
projects for social development.
At that time, Fairphone received
funding from Waag, Stichting Doen
and the NCDO (about 300,000
euros over two and a half years).
32
We also received 10,000 euros
as winner of the ASN Bank World
Prize. After becoming a social
enterprise and working to produce
the phone, we received 18,000
euros from Bethnal Green Ventures
to participate in a startup boot
camp in London and develop our
business proposition, plus 400,000
euros in private funding to cover
operational costs until the start
of pre-orders in May 2013. Since
that point in time, our operations
have been funded by the sales of
our phone, apart from a loan from
Rabobank for industrial design and
engineering of the Fairphone 2.
We want to source materials
that support local economies,
not armed militias. We’re starting
with conflict-free minerals from
the DR Congo. We’re focusing
on longevity and repairability to
extend the phone’s usable life
and give buyers more control over
their products. Factory workers
deserve safe conditions, fair wages
and worker representation. We’re
working closely with manufacturers
that want to invest in employee
wellbeing. We’re addressing the full
lifespan of mobile phones, including
use, reuse and safe recycling. We’re
working to create a new economy
with a focus on social values.
By operating transparently and
sharing the Fairphone story, we’re
helping consumers make informed
33
decisions about what they buy.
Our starting point was more ethical
products in general. We decided to
focus on phones simply because
they are ubiquitous – nearly
everyone owns or frequently
uses one. The Fairphone is a
storytelling device that provides
a useful metaphor for complex,
interconnected supply chains.
This symbolic product guides
our journey as we open up the
processes behind production, one
step at a time, and work to put social
values first. We want to change the
relationship that people have with
their products and contribute to an
economy based on different values.
Our phone is just one result of that.
Is Fairphone the first fair mobile
phone? In short, the answer is no.
Our aim as a social enterprise is to
use commercial strategies to create
social impact. The Fairphone is still
far from “fair”, but it’s a starting
point for our step-by-step journey.
There are literally thousands of
social and ecological standards that
can be improved in the production
of smartphones, and we have
defined interventions to gradually
address some of them. But they
can’t be overcome all at once, and
some things are simply impossible
to achieve right now. We want to
be completely transparent in all
of our achievements, including
the areas where we have not yet
made progress. Part of our goal
is to stimulate discussions about
fairness and what it means. As
the definition varies from person
to person, a 100% fair phone is in
fact unachievable. But it is certainly
possible to make products fairer
than they currently are.
The successful production and
sales of the first Fairphone gave
us financial foundation we needed
to take our ambitions for fairness
even further. In 2014, we decided
to invest in a completely original
design for our new phone, with
a specific focus on increasing
product longevity and supply chain
transparency. This design approach
gives us greater oversight of the
supply chain, increasing our ability
to select (sub)suppliers and build
stronger relationships with those
that share our goals. We sold
60,000 of the original Fairphones
and we’re aiming to have 150,000
Fairphone 2 owners in 2016.
Producing the Fairphone 2 is
another step to develop the projects
we started with the first phone
further, including incorporating
conflict-free tin and tantalum
and financing a worker-controlled
welfare fund, as well as contribute
to a variety of new projects
throughout the value chain. The
Fairphone 2’s inventive modular
architecture gives users more
control over their phone, including
the ability to easily open and repair
the most commonly broken parts.
To help it last longer, the phone also
features high-quality components
and innovations like an integrated
protective case.
Fairphone is driving a movement
to change the electronics industry
from the inside out. By producing
a smartphone in a way that puts
social and environmental values
first, we’re starting discussions
and stimulating demand for fairer
electronics. Our goal is to increase
awareness and motivate the entire
industry to act more responsibly.
We’re tackling issues within
our supply chain by focusing on
four core areas: Mining, Design,
Manufacturing and Life Cycle.
We’re influencing positive change
one step at a time by developing
various projects in each of these
areas.
T H E G ROWING PRO B LE M
OF SPACE J UNK 1
by Dr Hugh Lewis
Senior Lecturer in Aerospace Engineering, University of Southampton, UK2
debris. The problem also threatens
crucial and costly satellites in orbit.
So what is the scale of the space
junk problem, and what can we do
about it?
Space junk, or orbital debris as
NASA refers to it, is a growing
problem with immense significance
for the future of the digital
communications industry and the
users of its products and services.
In 2014, the International Space
Station had to move three times
to avoid lethal chunks of space
Forty-five years ago the associate
director of science at NASA’s
Marshall Space
Flight Center, Ernst
St uhlinger,
an
original member of
Wernher von Braun’s
Operation Paperclip
team, was asked by
Sister Mary Jucunda,
a Zambia-based nun,
how he could suggest
spending billions of
dollars on spaceflight
when many children
were starving on
Earth.
Today, Stuhlinger’s
response still provides a powerful
justification for the costs associated
with space research. “It is certainly
not by accident that we begin to see
the tremendous tasks waiting for
us at a time when the young space
age has provided us the first good
look at our own planet,” he said.
34
Hawaii, to track satellites and
debris.
Red Conjunction
“Very fortunately though, the space
age not only holds out a mirror in
which we can see ourselves, it also
provides us with the technologies,
the challenge, the motivation, and
even with the optimism to attack
these tasks with confidence.”
In the intervening years, the
maturing space infrastructure has
supported our new and ongoing
efforts to tackle global health,
hunger, poverty, education, disaster
risk reduction, energy security and
climate change. Indeed, we have
made great use of Stuhlinger’s
“mirror” to meet many of society’s
biggest challenges.
Sadly, the space environment has
borne the brunt of our increasing
reliance on satellites and our
long-lived belief that “space is
big”. More than 5,000 launches
since the start of the space age,
each carrying satellites for Earth
observation, or communications,
for example, have resulted in space
becoming increasingly congested
and contested. The issue has
been examined for a BBC Horizon
documentary on BBC Two.3
Now, the US Space Surveillance
Network is tracking tens of
35
thousands of objects larger than
a tennis ball orbiting above us,
and we suspect that there are one
hundred million objects larger than
1mm in the environment. Due to
their enormous orbital speed
(17,000 mph), each one of these
objects carries with it the potential
to damage or destroy the satellites
that we now depend on.
The US has a network of sensors,
including a 3.67m telescope in
Perhaps the most visible symptoms
of the space junk problem are
the regular collision avoidance
manoeuvres being performed by
the International Space Station
(ISS), and the increasingly frequent
and alarming need for its occupants
to “shelter-in-place” when a piece
of junk is detected too late for a
manoeuvre.
The systems on the ISS that
provide vital life support are
also responsible for its unique
vulnerability to a debris impact a pressurised module in a vacuum
might behave like a balloon if
punctured.
The recent “red conjunction”
(where a piece of debris comes
close enough to pose a threat
to the space station) involving a
The 2013 film Gravity directed by Alfonso Cuarón, and starring George Clooney and
Sandra Bullock, showed what it is like to experience a red conjunction call.
Photograph: Sportsphoto Ltd/Allstar
fragment from a Russian satellite
on 17 July 2015 was yet another
demonstration of the growing
threat from space junk.
Thanks to the hit film “Gravity”,
a n d t h e Os c a r- n o m i n at e d
performance of Sandra Bullock,
we can now readily appreciate the
anxiety that must be felt by the
astronauts and cosmonauts aboard
the International Space Station
whenever they receive such a “red
conjunction” call.
In spite of these occurrences, the
space station is actually orbiting at
an altitude where the number of
debris is relatively low. At higher
altitudes the amount of space junk
is substantially greater, but only
robotic spacecraft are exposed
there. Nevertheless, these satellites
are some of the most valuable for
understanding our planet. Due
to this congestion, there is an
increasing chance that the space
junk population could become
self-sustaining.
scientist Don Kessler (now retired)
who recognised and described
this process with Burton Cour
Palais in 1978, such a scenario is
a real - albeit often exaggerated
- possibility.
Concerns of an uncontrollable
growth of the space junk population
and the loss of key satellites that
enable us to address our society’s
problems have prompted scientists
to look for ways to remove junk
from space: If we can remove the
problematic junk, then we can
stall or even prevent the Kessler
Syndrome.
This is no easy task, however,
requiring new technologies,
potentially new laws and - crucially financial investment. The European
Space Agency (Esa) is taking the
lead, working on a mission it calls
“e.Deorbit” that has the objective
of removing a large European
satellite from space.4
The mission is ambitious; numerous
technologies have been developed
and assessed, including a solution
based on a harpoon proposed by
UK engineers from Airbus Defence
and Space. It is also not without
risk, but a successful outcome
will surely show the space-faring
world that a technical solution to
the space junk problem exists, even
if the political, legal and financial
issues have yet to be solved.
The e.Deorbit mission will face
key hurdles in 2016: its systems
requirements review and the Esa
Ministerial Council meeting, where
approval (and funding) to proceed
with the mission will be debated.
Small satellites: the future?
Against the background of an
increasing space junk problem, a
renaissance is now taking place
That is, more junk could be created
by collisions than is removed
through the natural decay caused
by atmospheric drag. Indeed, we
already have some experience
of this: in February 2009 two
relatively small satellites collided
over Siberia creating about 2,000
new fragments that could be
tracked, with many still orbiting
today and regularly passing close
to other satellites.
The Kessler Syndrome
Self-sustaining collision activity
is something else that the film
Gravity showed us. Dubbed the The proliferation of small, low-cost satellites could exacerbate the problem
“Kessler Syndrome” after the NASA
36
in space; what was the principal
domain of governments and space
agencies, with their large, multibillion dollar satellites, is becoming
the province of an emerging
industry that is revolutionising the
use of space.
Diminutive companies and startups, in particular, are showing how
small budgets do not necessarily
mean small ambitions. For example,
37
San Francisco’s Planet Labs, are
using “cubesats” to redefine the
market for Earth imagery. Their
Dove satellites are smaller than a
briefcase, yet have the capability
to deliver high-resolution images
of the Earth for a multitude of
purposes.
With plans by other companies,
including SpaceX and OneWeb,
to develop large constellations of
small, low-cost satellites, there
is some concern within space
agencies about the long-term
consequences of the ubiquitous
and rapid commercialisation of
space. In particular, these concerns
focus on the abrupt increase in the
number of satellites orbiting the
Earth, which could substantially
increase the need for collision
avoidance manoeuvres and hasten
the onset of the Kessler Syndrome.
Super wicked problem’
In 2014, Brian Weeden, a technical
adviser for the Secure World
Foundation, described space
junk as a “super wicked problem.”
Such problems, he explained, are
particularly challenging to solve
because time is running out, there
is no central authority providing
guidance or support, those
seeking to solve the problem are
also causing the problem, and
the solutions are left for future
generations to find.
ability to deliver these solutions,
with potential consequences for
millions of people worldwide.
__
This is an edited text of an article which was
first published 5 August 2015 on the BBC
website; http://www.bbc.com/news/scienceenvironment-33782943. Reprinted with kind
permission of the author.
1
Dr Hugh Lewis is a Senior Lecturer
in Aerospace Engineering at the
University of Southampton. He
is also a member of the UK Space
Agency delegation to the InterAgency Space Debris Coordination
Committee and a member of the UK
delegation to the United Nations
Committee on the Peaceful Uses of
Outer Space.
Follow Hugh Lewis on Twitter
@DrHughLewis
2
HORIZON: The Trouble With Space Junk was
first shown in the UK on BBC Two at 2000 on
Wednesday 5th August 2015
3
The critical first step in tackling
super wicked problems is to
expand the group of people who
support measures that reduce the
risk. Indeed, there are encouraging
signs that both old and new space
actors understand the need to
mitigate negative impacts of their
activities in space and to limit the
consequences for other space
users.
See the European Space Agency (ESA) video
from 2013 describing the origins of space
debris. http://www.esa.int/spaceinvideos/
Videos/2013/04/Space_debris_story
4
Several companies, including
Planet Labs and OneWeb have
affirmed their commitment to
tackle the space junk problem
in the public domain. However,
much work is still needed to fully
understand the problem, develop
technologies (such as e.Deorbit),
remove legal and political barriers,
and to increase awareness. The
Kessler Syndrome remains an everpresent threat.
The space age has enabled global
solutions to some of society’s
biggest challenges, just as Ernst
Stuhlinger described in his letter
to Sister Mary Jucunda. It has also
held out a mirror and shown us that
a continuing disregard for the space
environment will surely affect our
38
FRO M TRASH TO T R E AS U R E
- C H A N G I N G T H E ECO N O M IC S
O F S PACE J U N K
by Dr Patrick Neumann
Chief Scientist, Neumann Space
Kessler Syndrome, the chances of
a satellite colliding with a disabling
piece of debris will be so high that
new launches may not be feasible.
Whether it’s piles of empty oxygen
tanks on Mount Everest, or dead
satellites in orbit, exploration
leaves messy footprints behind.
While this detritus is bad enough
on Mount Everest, in space the
effects could be disastrous. While
space is mind-bogglingly big, the
space around our planet is limited,
and filling fast. In order for an object
to stay in orbit, it needs to move at
about 8 kilometres a second, which
is literally ‘faster than a speeding
bullet.’ At these speeds, if two
objects collide, be they operational
satellites, spent rocket stages or
something else, the collision will
create a cloud of smaller debris
which can create yet more debris
through future collisions; dubbed
the Kessler Syndrome, after NASA
scientist Donald Kessler1. If we
don’t take action to reduce the
39
Most proposed plans for active
debris removal (ADR) campaigns
centre around the disposal of large
items of debris such as spent rocket
stages and defunct satellites. By
removing these larger items, we
can prevent their collision and
fragmentation into many smaller,
un-trackable pieces of debris,
which can be just as hazardous2.
The question then becomes one
of logistics, with the key problems
being first, how to capture debris
massing several tons, and second,
what to do with the detritus when
captured. Many ADR campaigns
share the same basic structure:
match orbit with the debris, capture
it, and then de-orbit the debris
with a chemical rocket to allow for
control over impact location. There
are a few inherent difficulties in this
process - a debris-hunter can’t use
chemical rockets, as they’re too
inefficient for long-term use in
this way, and any plan that involves
crashing detritus into the Earth
comes with the risk of crashing
somewhere problematic.
This is where we come in. At
Neumann Space we are developing
a solid-fuelled electric propulsion
system that can use common
metals as its “fuel,” can be powered
by solar panel arrays and is very
fuel efficient. In fact, we believe
our system is the sort of lowthrust, high-efficiency engine that
would allow a properly designed
spacecraft to fulfil the same sort
of role as a tugboat, as it enables
the marshalling and collection of
uncontrolled debris or end-of-life
satellites.
Our drive works on similar
principles to an arc welder,
and, like a welder, can work on
nearly anything conductive. This
flexibility of fuel is unique to our
product, and vital to changing the
economics of orbital debris, as a
Neumann Drive is proven to work
well with the common ‘aerospace
metals’ - titanium, magnesium, and
aluminium. For example, a spent
rocket stage might mass 5 tons,
and if 4 tons of that is present as
aluminium fuel tank and structural
ribbing, then that is 4 tons of
salvageable fuel for a debris-hunter.
We believe that our system can
not only be used to move debris
to orbits with faster decay times,
but that our system can change
the perceived value of space junk.
We envisage a semi-autonomous
debris-hunter that can match
orbits with debris, capture it and
then bring it back to a refinery
for reprocessing and recycling. If
we can process defunct satellites
and spent rocket stages into raw
materials for the next stage of
space exploration, we can help
to make the economic ecosystem
of space more circular and less
linear. That is to say, rather than
single-use, hand-crafted artisanal
spacecraft, we can move towards
more standardisation and massproduction in the space vehicle
supply chain, as well as encouraging
the recycling of materials in space.
After all, someone has already
spent around $10,000USD per
kilogram to launch that material
into orbit, so it is only sensible that
it gets used more than once.
Recycling space debris would
allow us to refuel vehicles using
our technology with reprocessed
space junk. Since our system
utilises solid conductive fuel
rods, refuelling our system would
be much easier than refuelling a
liquid or gas fuelled system, such
as envisaged by Dr Bryan Benedict
of Intelsat, among others3. A Hall
Effect thruster system typically
uses xenon as its “fuel,” and this
xenon must be brought from Earth
while stored as a pressurised gas.
Thus, transferring the xenon fuel
across would be challenging, as
the systems would need to line up
the feed hose with the inlet valve
carefully, ensure a good seal for the
fuel transfer, and then ensure that
everything is properly sealed up
after the transfer to prevent leaks. If
the satellite uses a liquid hypergolic
fuel, such as hydrazine, then things
are even more complicated; liquids
Dr Neumann removing the testbed from the vacuum chamber, assisted by CEO Ian
Whitchurch
slosh about, they must be pumped,
and in microgravity there will be
cavitation, meaning “bubbles” of
vacuum will form inside the liquid
fuel.
Meanwhile, this all assumes that the
satellite is designed to be refuelled;
the problem is that none currently
are. This means that the process is
even harder; a system would need
to drill into the satellite, hoping that
it is aimed at the fuel tank rather
than something more sensitive, and
be able to deal with the thrust of
any dregs escaping from the fuel
tank.
Since hypergolic fuels have a
tendency to decompose when
heated, a hot drill bit entering
the fuel tank is not likely to be
a good thing. For these legacy
devices, we’d propose a semiautonomous tug that is designed to
be refuellable from the beginning.
When the tug is getting low on fuel,
it can visit a fuel depot and have
fresh fuel rods installed quickly,
easily and safely; simply screw in
new rods of metallic fuel, test the
connections, and the tug is ready
to continue. After being refuelled
the tug can then undock and return
to its allotted tasks. Similarly,
these tugs could remove end of
life, defunct, uncommunicative or
otherwise undesirable satellites
from valuable parts of space or
from certain designated “graveyard
orbits” for reprocessing. This would
allow the tugs to open up satellite
slots in geosynchronous orbit,
lower hazards for satellites in these
environments and recycle materials
that are already in space.
Re f i n e r y - s o u rc e d re c y c l e d
debris would allow a tugboat or
40
and amortised over longer periods.
Excess fuel rods can also be sold to
third parties that require refuelling,
be they existing vehicles or vehicles
launched from the surface with
minimal on-board fuel that can
rendezvous with the fuel depot.
In the longer term, this will create
markets in space for space derived
materials, as well as enable the
testing of refining and fabrication
techniques in space.
Dr Neumann with a triple cathode-anode
assembly
junk-hunter to operate for as long
as its solar panels and electronics
can remain working, thus the total
mission cost of lifespan extension
and ADR campaigns can be lowered
Kessler and Cour-Palais, Journal of
Geophysical Research, 83 (1978) A3
1
White and Lewis, Advances in Space Research
53 (2014) 1195–1206
2
http://www.intelsat.com/wp-co ntent/
uploads/2014/09/Space_2014_Bryan_
Benedict_Investing_in_Satellite_Life_
Extension.pdf
3
These are a couple of the many
exciting applications for our system,
and we look forward to developing
it further with assistance from
others in the aerospace industry.
Hopefully, someday soon, the first
garbage truck will drive around
Earth’s orbit, collecting the junk
that has been left to accumulate
for far too long already.
___
Dr Patrick Neumann, Chief Scientist, Neumann Space Pty Ltd.
Having grown up reading a lot of science fiction, Patrick decided to study science fact by undertaking his undergraduate
studies in aerospace engineering and physics at the University of Sydney. After completing his undergraduate thesis on
electric propulsion, Patrick followed the same project through his master’s and doctoral studies, which includes the work he
describes in his article. As a keenly practical individual, Patrick has formed a company, Neumann Space Pty Ltd, to develop
and commercialise his invention for the greater benefit of humanity.
41
W HY TH E RE I S NO
MO ORE ’S L AW FO R
NETWORKS
by Martin Geddes
Founder and Principal, Geddes Consulting
A common misconception in telecoms
is that there is an equivalent of
Moore’s law for networks. Whilst it is
true that we have seen exponential
growth in data transmission bitrates
–driven by past rapid improvements
in opto-electronics – no such
property holds for networks as
complete systems
What is Moore’s law?
Just over half a century ago, in
1965, then director of R&D at
Fairchild Semiconductor, Gordon
Moore, speculated1 , that by 1975
it would be possible to contain as
many as 65,000 components on a
single quarter-inch semiconductor.
Later that year, Moore revised
the forecast rate. Semiconductor
complexity would continue to
double annually until about 1980,
after which it would decrease to
a rate of doubling approximately
every two years. Shortly afterwards,
Caltech professor Carver Mead
popularized the term “Moore’s law”.
This forecast of an exponential
increase in the density (and hence
performance) of integrated circuits
drove the technology plans for
semiconductor manufacturers.
Each aimed for the presumed
increase in processing power that
their competitors would soon
attain. It therefore became in many
ways a self-fulfilling prophecy.
This is of significance for society
as a whole. Whilst the impact of IT
on labour productivity is a matter
of some controversy 2, Moore’s
law factors directly into product
and service innovation that has
unquestionably benefitted us all.
The nature of Moore’s law
“Moore’s law” should be considered
an observation or projection, not
a physical or natural law. Moore
himself predicted that Moore’s law,
as applied to integrated circuits
(ICs), will no longer be applicable
after about 2020 – when IC
geometry will be about one atom
thick. On the other hand, many
believe that advances in 3-D silicon,
single-atom and spin transistors
will give us another twenty years
of conventional doublings before
the electronics limit is reached.
New technologies, such as biochips
and nanotechnology3, may mean
that Moore’s law will continue
inexorably forward4.
But in more recent times, there
have been increasing indications
that Moore’s law is nearing
the limit of its relevance. Intel
confirmed in 2015 that the pace
of advancement has slowed,
starting at the 22 nm feature width
around 2012, and continuing at 14
nm. Brian Krzanich, CEO of Intel,
announced that “our cadence
today is closer to two and a half
years than two.” This is scheduled
to hold through the 10 nm width
in late 2017. He cited Moore’s
1975 revision as a precedent for
the current deceleration, which
results from technical challenges
42
and is “a natural part of the history
of Moore’s law”5.
The value bottleneck shifts to
networks
It is hardly a secret that the
dominant trend in IT over the past
two decades has been the shift
from stand-alone mainframe and
desktop computers to networked
services. Every smartphone and
tablet is a client for a multitude of
cloud application.
The overall ability of this
infrastructure to deliver value is
thus limited by the performance of
distributed computing applications.
This performance limit is not the
product of single data links, but
of complete networks (or in the
case of the Internet, a “networks
of networks”).
There is a widespread belief that
there ought to be a Moore’s law
for networks. It is a pernicious one,
since it perpetuates the idea that
broadband networks are somehow
like ‘pipes’. In this belief system, all
we need to do is to keep increasing
the rate of flow – i.e. supply ever
more ‘bandwidth’. This false
metaphor leads us into irrational
design, marketing and operational
decisions that are damaging both
the telecoms industry and its
customers.
So, why is this common belief
wrong?
Reason #1: Performance is driven
by latency, not bandwidth
With Moore’s Law, we are creating
ICs of ever more complexity,
to maximize the computational
43
capabilities of a device. To the
best of our knowledge, there is
no intrinsic upper bound to this
process, bar those ultimately
imposed by the physical resources
of the universe.
Conversely, with networks the
opposite is the case: we are
aiming to minimize the latency6
of communications. The smallest
possible latency occurs at the
speed of light. One of my colleagues
heard a telco CTO instruct his staff
that they were to reduce latency on
their network by 10% every year.
A moment’s thought tells you that
can’t happen!
Reason #2: It’s not just about link
speeds, but also about contention
for backhaul
Te c h n o l o g y i m p ro v e m e n t s
decrease the time it takes to ‘squirt’
a packet over a transmission link.
(The technical term is to ‘serialize’
a packet.) However, when packets
contend for that link, there is a
delay whilst they wait in queues.
This delay can easily offset any
improvements in transmission
technology. Indeed, networks
are changing structurally, making
them more sensitive to contention
delay. One reason is that the ratio
between the capacity of the edge
and core is changing.
For example, in the past it might
take a thousand users of dial-up
modems offering a typical load
to saturate their backhaul. Today,
a one gigabit home fibre run
may have a shared one gigabit
backhaul, which means a single
user can easily saturate it with
a single device running a single
application. Wireless technologies
like beam-forming also work to
increase contention on mobile
networks, by allowing more users
to operate concurrently on a single
piece of backhaul. We are moving
from a world where it took multiple
handsets to saturate the backhaul
one cell, to one where a single
handset may be able to saturate
the backhaul for multiple cells
– simultaneously!
There is no technological ‘get out of
jail free’ card for contention effects,
and no exponential technology
curve to ride.
Reason #3: As demand grows, QoS
declines
When we increase supply in a
broadband network, demand
automatically increases to fill it.
That’s the nature of protocols like
TCP/IP and modern (adaptive)
applications: they aggressively seize
whatever resources are available.
Improvements in technology
don’t automatically result in
corresponding improvements in
application performance. If the
network is “best efforts”, the
customer experience may well
decline accordingly.
Indeed, in some cases adding
more supply can make things
worse – either by over-saturating
the contention point, or moving
it around. This isn’t a new
phenomenon: data centre architects
have long known that adding more
CPUs to a server constrained by
storage performance can in fact
make performance regress, rather
than improve.
Reason #4: Applications need
‘stationarity’, or steadiness
Computation can be measured by
the number of logical operations
performed, which is a simple scalar.
Data networking requires low
enough latency and packet loss,
and those have to stay sufficiently
steady for applications to work. This
‘steadiness’ is called stationarity,
and is a statistical property that all
applications rely on. When you lose
stationarity, performance falters,
and eventually applications fail.
Hence the resource we are trying
to create isn’t some simple scalar
with a hyper-growth curve. We
also need the absence of variance,
which has no technology-driven
improvement like Moore’s law.
Indeed, growing demand acts
to destroy the stationarity of
statistically-multiplexed networks.
Furthermore, this happens earlier
in the life cycle of every new
generation of access technology!
Reason #5: Physics is not on our
side
Even increasing link speed isn’t an
endless process. As the head of Bell
Labs Research says in Scientific
American7:
We know there are certain
limits that Mother Nature gives
us—only so much information
you can transmit over certain
communications channels. That
phenomenon is called the nonlinear
Shannon limit. … That tells us
there’s a fundamental roadblock
here. There is no way we can
stretch this limit, just as we cannot
increase the speed of light.
Both fixed and mobile networks are
getting (very) close to this limit. We
can still improve other bottlenecks
in the system, such as switching
speed or routing table lookup
efficiency, but there are severe
decreasing returns ahead.
The bottom line
Moore’s law is driving hypergrowth in volumetric computational
demand, but the nature of
network supply does not have
a corresponding hyper-growth
decline in cost. That is because
volumetric capacity is not the only
concern – latency matters too,
and this is constrained by both
the speed of light as well as the
schedulability limits of the network.
There is no magic technology fix
through increasing link speeds.
Application performance is
increasing dominated by latency,
not bandwidth. That is why Google
has a “Round trip time Reduction
Ranger”, whose job is not to
reduce the speed of light, or cause
technology miracles to occur, but
to chop up and rearrange data
flows, trading (self-contention)
delay around, in order to get better
overall application outcomes.
Similarly, the future of telecoms
in general is firmly centred on
managing latency due to the
contention between flows created
by competing applications and
users. This means scheduling
resources appropriately to match
supply and demand. That in turn
allocates the contention delay to
the flows that can best withstand
its effects. To believe otherwise is
just a big fat pipe dream.
1
in a brief article entitled “Cramming more
components onto integrated circuits”fFor the
thirty-fifth anniversary issue of Electronics
magazine, published on April 19, 1965.
2
h t t p s : // e n . w i k i p e d i a . o r g / w i k i /
Productivity_paradox
3
In 2011, researchers at the University of
Pittsburgh announced the development of a
single-electron transistor, 1.5 nanometers in
diameter, made out of oxide based materials.
Three “wires” converge on a central “island”
that can house one or two electrons. Electrons
tunnel from one wire to another through the
island. Conditions on the third wire result in
distinct conductive properties including the
ability of the transistor to act as a solid state
memory
4
In 2015, Intel and Micron announced 3D
XPoint, a non-volatile memory claimed to
be up to 1,000 times faster, up to 1,000
times higher endurance and similar in density
compared to NAND. Production is scheduled
in 2016
5
Bradshaw, Tim (July 16, 2015). “Intel chief
raises doubts over Moore’s law”. Financial
Times.
6
The term latency refers to any of several kinds
of delays typically incurred in processing of
network data.
7
http://www.scientificamerican.com/article/
when-will-the-internet-reach-its-limit/
Martin Geddes is an authority on the
future of the telecoms industry, ranging
from emerging business models to
new network technologies. He is a
futurologist, writer, speaker, consultant,
and technologist. Martin is currently
writing a book, The Internet is Just a
Prototype, on the future of distributed
computing. He is a former Strategy
Director at BT’s network division, and
Chief Analyst and co-founder at Telco 2.0.
Martin previously worked on a pioneering
mobile web project at Sprint, where he
was a named inventor on nine granted
patents, and at Oracle as a specialist in
high-scalability databases.
Contact: @martingeddes
44
E M BR AC I NG M OB IL E
PAY ME NTS WIT H OU T
THE RISKS
by Michele Merrell
North America President, GTWN and President, Merrell Consulting Group
mobile devices. The simple user
experience and effective design
of mobile payment applications
is likely behind their increase in
popularity, as many consumers like
the idea of being able to pay for
products with a ‘tap’, which is far
simpler than having to search for
the wallet, pull out a card and type
in a PIN number.
For many years, payment industry
experts have discussed the rise of
mobile payments, claiming that the
ease of use of mobile payments
would mean that the technology
would become widely adopted
among consumers. Many major
technology players such as Google
and Samsung have launched or
enhanced mobile payment services.
But it was the earlier launch of
Apple Pay that proved to be a game
changer, pushing mobile payments
to the forefront of many people’s
minds, particularly in the United
States.
Mobile has found itself at the
center of financial technology
innovation, with many consumers
seamlessly using online banking
and peer-to-peer payments on their
45
This is evidenced in the 81 per
cent of users that rated the
general experience as “good to
excellent” according to a recent
Telecommunications Systems
(TSYS) report 1 . This positive
reception has opened up a world
of opportunities for banks and
retailers who, after significant
investment, can provide tailored
services that keep up with the
changing needs of their customers.
Now that consumers have become
accustomed to simply ‘tapping and
going’, Visa predicts this will impact
over 3 million Visa transactions
per day, a total of more than
$76.4 million, demonstrating the
extent to which mobile devices has
become ingrained in the way we
make our purchases.
Innovation Brings New Security
Requirements
Innovation often arouses suspicion
and can lead to questions around
security issues – and mobile
payments are no different.
Even though the adoption of
mobile payments has increased
significantly, some users still have
yet to come to terms with the
fact that they are using a phone,
a device they normally just text or
call with, to make a payment.
Mobile payment users often
feel apprehensive regarding
their security when making a
transaction, and this is usually due
to the link between security and
consumer trust. Any business has
to ensure they build and maintain
their customers’ trust and this
is particularly true within the
payments industry. The payments
sector faces the pressure of
innovation as well as needing
to balance a sense of security
so consumers won’t feel that
their personal or financial data is
in jeopardy. The industry now
faces the challenge of convincing
consumers that their mobile has
the same level of security as the
bank card that they are accustomed
to using.
How can this be done? Mobile
has expanded the payments
ecosystem in an unprecedented
way, with untrusted devices now
communicating over untrusted
networks. This has resulted in a
whole new challenge for security
professionals. Mobile payments
providers are looking to emulate
the EMV cryptographic security
of an EMV chip that can be found
in payments cards, in a virtual
environment. A recent arrival on
the scene, Host Card Emulation
(HCE) is making it simpler for
banks to provide safe contactless
mobile payments without the need
to depend on mobile network
operators (MNOs) or Trusted
Service Managers (TSMs).
Tokenization not only protects
the user but it also protects the
back end infrastructure that
communicates with the phone
to set up payment accounts and
approve transactions. Apple is an
example of a major household
name that has made tokenization
an integral part of its security
infrastructure. The company
ensures that only temporary
‘tokens’ are stored on a phone, and
these tokens are rendered useless
for hackers when they are stolen as
they are only used in transactions
to represent a user’s account.
These same tokens can be easily
deleted without impacting a user’s
bank account or credit card.
What Solutions are Out There?
Even though many companies
have realised the positives of
tokenization, there is the one
challenge that security professionals
will have to concentrate on to
ensure it is a success – the storage
of the tokens. The security team
that handles the tokenisation
service will have to focus on storing
the tokens and their correspondent
PANs, in a ‘token vault’ and they will
have to guarantee that the vault
is secure at all times to prevent it
from becoming an easy target for
criminals.
In the past, tokenization has mainly
been used by acquirers to help
merchants reduce their PCI DSS
scope, as well as devalue data
stolen by criminals. Many solutions
have come on to the market
to assist issuers with isolating
sensitive account data between
various payments channels, such as
the EMVCo tokenization standard,
which is being actively promoted
by the global card schemes as part
of their mobile payment initiatives.
The process of tokenization
means that the 16 digit number
used for the transaction process
has different values for each
mobile payment transaction or an
ecommerce transaction, but there is
one constant aspect in the process
– the real PAN (primary account
number) is maintained and held by
the issuer. Tokenization makes it
practically infeasible for criminals
to create counterfeit magnetic
stripe cards from stolen data.
payments is also competing against
the ease of contactless card payments, with some consumers wondering why the need to make the
switch, when their trusted cards
are just as quick whilst maintaining a sense of security.
However, if payments providers
would like mobile payments adoption to continue grow, they should
steer away from comparing the
technology to bank cards. Instead,
payment providers should concentrate on which payment method is
best for each individual transaction
environment. Only then will payments providers be able to deliver
services that are appropriate for
different scenarios while guaranteeing that they satisfy their customers’ requirements for efficiency
and security.
____
http://216.139.227.101/interactive/
tss2014/
1
Mobile Payments vs Bank Cards
One of the main barriers preventing mobile payments from becoming completely main stream is that
credit and debit cards are still primarily used. We are familiar with
bank cards and when it comes to
our finances, many would prefer to
stick with the tried and tested than
take what seems to be a potential risk. The efficiency of mobile
46
Michele Merrell is the President of Merrell Consulting Group, a global marketing and corporate communications consultancy. Formerly, she was a senior-level executive for CSPI Technology Solutions, and
also at Brightstar Corp, a $6.8 billion global leader in wireless distribution, manufacturing and supply
chain solutions. She has also held other senior level positions in the mobile telecommunications industry, Including BellSouth Cellular and U.S. Cellular.
Michele’s achievements have earned her dozens of awards and recognition over her carer spanning
23 years in telecommunications and technology. In 2014, Michele was the recipient of the Florida
Achievement Award from the Florida Commission on the Status of Women, part of the Office of the
Attorney General. In 2013, she was also named by the Diversity Journal as a recipient of their “Women
Worth Watching” award. The South Florida Business Journal named Michele in 2012 as their “Business
Woman of Influence” recipient. She was also a featured executive in the November 2010 edition of
March Magazine, a women’s executive magazine. Michele has won numerous other awards for business
and leadership acumen.
Michele is a member of the Board of Directors for Cable Bahamas, a publicly held international telecommunications company headquartered in Nassau, Bahamas, with subsidiaries in the United States. She
is on the international board of directors for the Global Telecom Women’s Network (GTWN), and is also
the North America President for GTWN, an organization that actively promotes and mentors women
in the telecommunications and technology industries. She is a member of numerous local and national
professional organizations. Michele speaks regularly on topics ranging from technology, marketing, business leadership and women’s issues.
47
T V I S DE AD.
LONG LI VE T E L E -VISION
by Vicki MacLeod
Secretary-General, GTWN
The reports of my death have
been greatly exaggerated 1.
2016 will be the year where
watching TV where you want it,
when you want it and on whichever
device you want it goes mainstream
and mass market, thanks to overthe-top (OTT) services and the
market response from traditional
players.
Since its invention, television has
gone through a number of stages,
with ever increasing rapidity, (from
monochrome, to colour, to timeshifting through video recorders,
to widescreen, to digital, to HD to
3D) that have radically changed the
way viewers consume broadcast
content. In recent times, despite
these rapid developments, many in
the tech sector have asked how TV
can still be relevant in a tablet and
smartphone age. Well, although the
“one family TV in the living room”
may indeed have reached its use-by
date, we are about to enter a new
era, where TV will finally become
true tele-vision2 to be viewed by
anyone, anytime and anywhere.
The change is being driven by
the young. Children under five
are watching about 2.6 hours of
TV a day, accessing on-demand
content through tablets and other
devices 3. Their older siblings,
five- to 15-year-olds, (sometimes
now referred to as “screenagers”)
are spending more of their time
online than watching live TV. They
are place-shifting their content,
watching TV online through
devices at a time that suits them.
This year will see the next stage in
the evolution of TV - the continued
rise of on-demand and the launch
of new services4 which allow all
television to be place-shifted.
2016 will be the year of TV
anywhere, as Sky Q and its peers
and rivals around the world will
likely bring place-shifting to the
mass market, beyond the tech
savvy. At first, this may not look like
a big deal. We know from personal
experience that TV viewing time has
already become very fragmented—
the result of overly busy lives that
see viewers recording programs
that other commitments forced
them to miss. Everyone knows that
“screen time” today is shared with
laptops, phones and tablets, often
all at the same time. And coupled
with the widespread availability
of high-speed wireless Internet,
and the influence of social media,
today’s viewing experience is more
interactive, more consumable and
far more sharable in real time.
What is different now, is that
users will be able to place shift
their content at will. Everyone
will take their TV with them,
48
out new business models.
downloaded or streamed to tablets
and smartphones, place-shifting
content including recordings from
their satellite box. Other place
shifting devices, including BBC’s
iPlayer, or Australia’s FoxteliQ2
and others also do a similar job in a
less sophisticated fashion, meaning
that almost anyone will be able to
consume content (both free-toair and subscription) on their own
terms.
Like time-shifting before it, placeshifting is an important evolution
of the television experience and
crucial for it to stay relevant in the
on-demand era, when competing
with so many other instant forms of
entertainment. Take, for instance,
the pressure the cable companies
are facing from so-called over-thetop (OTT) providers, such as Netflix
and Hulu, which send their content
through the Internet. In short,
we’re now seeing the collapse of
the walls that previously excluded
new entrants to the TV business.
But the regional content licensing
agreements of movie and television
studios remain the biggest obstacle
to the next wave of place shifting
– where content will be available
globally, in real time, to anyone
around the globe. This will be the
ultimate in time and place shifting,
but it must wait until the content
rights holders, like the music
industry rights holders, can sort
49
Responding to concerns of
content owners about the use of
VPN technology to get around
their regional controls, Netflix has
recently announced that those
using proxies and unblockers6 will
only be able to access the service
in the country where they currently
are. Netflix also announced that
its service is now available in an
additional 130 countries, bringing
the total to 190. But, thanks to
geographical licensing restrictions,
the content being made available
to Netflix customers in Canada, for
example, will still look dramatically
different to the catalogue available
to subscribers in Germany or
Australia. This move by Netflix
comes despite the statement
at the January 2016 Consumer
Electronics Show (CES) in Las Vegas,
Netflix chief product officer, Neil
Hunt, acknowledged the futility of
trying to limit the use of proxies:
rights, there’s a significant reduction
in piracy pressure on that content. If
a major title goes out in the U.S. but
not in Europe, it’s definitely pirated
in Europe, much more than it is if it’s
released simultaneously.”
Finder8 has released a breakdown
and map of what percentage of
the US catalogue is available in
what country. The data clearly
demonstrate just how fractured
Netflix content availability is
around the world, and is sure to
provide added momentum to the
call for global, real time availability
of content. Perhaps then the true
promise of television – to overcome
time and space barriers - will be
fulfilled.
--American author, Mark Twain, the pen name of
Samuel Clemens.
1
The word television comes from Ancient Greek τῆλε
(tèle), meaning “far”, and Latin visio, meaning “sight”.
2
http://www.theguardian.com/society/2015/
sep/16/survey-records-rise-in-under-fiveswatching-tv-and-using-tablets
3
“Since the goal of the proxy guys is to
hide the source it’s not obvious how
to make that work well. It’s likely to
always be a cat-and-mouse game.
[We] continue to rely on blacklists
of VPN exit points maintained by
companies that make it their job.
Once [VPN providers] are on the
blacklist, it’s trivial for them to move
to a new IP address and evade.7 “
So the longer term answer is
clearly to negotiate global licensing
agreements. According to Hunt,
Netflix’s “ambition is to do global
licensing and global originals, so that
over maybe the next five, 10, 20 years,
it’ll become more and more similar
until it’s not different”...”We don’t
buy only for Canada; we’re looking
… for all territories; buying a singular
territory is not very interesting
anymore.”...“When we have global
Such as SkyQ in the UK, which will allow you to
watch programs on 3 TVs and 2 tablets at once, or
record 4 programs simultaneously.
4
Place shifting actually started with devices such as
the Slingbox in 2005, which allowed users to watch
TV streamed from their homes anywhere they have
an internet connection.
5
Unblockers are tools that allow a customer in one
geographic regions to access content from the US
library, bypassing restrictions, put in place by content
licensing agreements.
6
h t t p s : // w w w . t e c h d i r t . c o m /
articles/20160112/04573333303/netflixpretends-it-will-crackdown-vpns-just-days-afteradmitting-futile-to-do-so
7
http://www.finder.com/global-netflix-library-totals.
8
Vicki MacLeod is owner and principal of her own digital technology and innovation consulting company. She is also on the
Board of Directors of OWNSAT (Oceania Women’s Network Satellite Pty Ltd), a Singapore-based satellite investment arm.
She has also been Secretary-General of the Global Telecom Women’s Network (GTWN) since 1998. In addition, she is Senior
Advisor, Global Strategy for UK based digital media consultancy, Perfect Limited. Vicki has had a considerable career in the
telecommunications industry. Most recently she was Senior Advisory, Innovation Culture at the Chief Technology Office (CTO)
of Telstra. She previously represented Telstra at the OECD’s Business and Industry Advisory Committee (BIAC) for more than a
decade. She is a former Executive Director of the London-based International Institute of Communications (IIC).
FI NT ECH – A G OL D E N
O P PO RTUN IT Y FOR
M OBI LE O PE RATORS ?
by Victoria Hernandez
Global Advisor, TMT and FinTech
services, we believe that a new
wave of innovation will continue to
transform the industry. Innovation,
through what has been called
FinTech, is already disrupting the
ways financial services are being
offered, promising to provide access
to underserved markets in new ways1.
While the last three decades of
financial innovation have already
led to massive changes in financial
The Euro banking system is the
largest financial market in the
world, with consolidated assets
three times of US and near four
times that of Japan. Despite the
many national differences across
European countries, in terms of size
of territory, population, GDP, legal
system, as well as the significant
differences in development
between Western and Eastern
Europe. The European banking
sector today employs 3.2 million
people, represents 6,5% of the
EU28 GDP and 17% of the total
corporate income tax. Two main
factors that are fostering significant
change in the European financial
services market are digitalisation
and regulation.
Digitalisation
and
disintermediation are speeding up
Digitalisation of financial services
is a well-established phenomenon
in Europe, with many younger
50
people never experiencing face
to face banking. Online digital
platforms have brought about a
disintermediation of many of the
services that banks used to offer
exclusively, including mortgage
lending, saving, bill paying and
insurance. The dual trends of
digitalisation and disintermediation
will continue into 2016 and beyond,
as mobile payment systems become
even more dominated by open
cloud and host card emulation.
blossom. Regulating bodies need
to keep abreast of developments
in the sector and create a positive
and cooperative environment that
promotes innovative solutions.
Payment services is a highly
transactional business and in the
past, the volumes involved have
been quite predictable for the banks.
Banks are coming under pressure
by a range of new players, who
have successfully disintermediated
the conventional banking system,
and undermining some areas of
their profitability. While banks
have had the upper hand in terms
of stability, government regulatory
protection and established credit
rating systems, all of these areas are
coming under increasing pressure.
The established credit cards are
stagnating to the benefit of debit
card and prepaid card profitability.
• Harm onisat ion of bank
regulation and supervision
across EU borders
A single EU financial market is
needed
While digitalisation will continue to
put pressure on the banks at the
national level, new regulation is
forging a path for a single financial
market in Europe. Few industries
are as heavily regulated as the
financial services industry, so for
FinTech to realize its full potential,
coherent action by several players
is required. Governments need
to set the right incentives and
provide direct support to help
their national FinTech industries to
51
Some of the pre-requisites for
an innovative environment for a
thriving FinTech sector in the EU
include:
• Establishing a single market for
financial services
• Putting the DSA (Digital Single
Market) amongst top 10
priorities for the EU
• SEPA (Single Euro Payment
Area)5 allows more than 500
million citizens, over 20 million
businesses and European public
authorities to make and receive
payments in Euro under the
same basic conditions, rights
and obligations, regardless of
their location.
• Removing the obligation for
many retailers to accept cash for
small purchases, as proposed in
Denmark, where nearly half of
the population uses MobilePay,
a Smart phone payments app.
• Global anti-money-laundering
(AML) initiatives such as KnowYour-Customer (KYC) and
Counter Terrorism Financing
rules.
Response by Financial Institutions
and Payment Providers
Today’s retail and wholesale banks
face unprecedented operational
pressures that test the efficiency,
effectiveness, and agility of their
business processes. Since the
global financial crisis, increased
regulation combined with the
zero cost of money has decreased
interest rate spread and lowered
margins, elevating the importance
of fee-based and account-based
income and forcing financial
services players to look for new
revenue streams.
The typical banking business
process often struggles to adapt to
shifting marketplace demands and
regulatory requirements. Lending
institutions of all types are looking
to build a better banking business
process, intelligent enough to
successfully balance business
objectives with customers’ needs,
and agile enough to keep pace with
a dynamic operational environment.
In today’s market often banks
concentrate on cost reduction, as
opposed to value enhancement,
thus leading to further erosion of
their business.
Payment providers are now
facing an increasing threat from
new and simpler mobile payment
systems. Banks’ interchange fees
have a complex pricing structure
based on the card brand, regions
or jurisdictions, the type of credit
or debit card, the type and size of
the accepting merchant, and the
type of transaction (e.g. online,
in-store, phone order, whether the
card is present for the transaction
etc.). Further complicating the
rate schedules. Interchange fees
are typically a flat fee plus a
percentage of the total purchase
price (including taxes). Major
branded card payment networks
such as Visa and MasterCard are
entering into the mobile payment
community to address the
competition to plastic cards from
virtual cards. For example, Visa has
co-invested with Samsung Pay to
acquire LoopPay (which developed
MST6 technology). But despite
this increasing competition, main
Payment Providers remain the
biggest card holder community in
the world.
Small banks are dying out, as a
result of squeezed profit margins,
declining fee income, the need to
invest in ever improving technology,
requirements for branch upgrades,
and the need to comply with new
regulations.
At the same time, consumer
behaviour is rapidly changing.
Whereas ten years ago consumers
would enter a bank to deposit
their funds, they now only need to
venture into their bank to resolve an
issue that they can’t do themselves
online. Thirty percent of Europeans
now use on-line banking. Trusted
non-traditional entities, including
OTT players and mobile operators,
are now seen as viable providers
of banking services. A recent study
showed that 50% of consumers
would consider banking with
Square, 41% with PayPal and 31%
with T-Mobile.
Online providers offer the
consumer speed and ease of access,
that the traditional providers
cannot yet match. New lending
companies, such as Kabbage,
offer small business loans of up to
$100,000 in minutes. Other offers
are available through crowdfunding
and crowd-lending providers,
such as Crowdcube. Bitcoin and
the blockchain protocol offer an
entirely new type of decentralized,
virtual financial system that has
been called a renaissance for
money.
Op p o r t u n i t i e s
Operators
fo r
Mo b i l e
The EU has over 400 Mobile
Operators, 106 of these own
network infrastructure (generally
about 3 to 4 per country). There are
also 309 Mobile Virtual Network
Operators (MVNOs). Germany
has more MVNOs than the USA!
European Mobile Operators
have approximately 667 Million
subscribers at the beginning of
2016 (with market penetration
of over 100% in most European
markets) for a total population of
400 million European citizens.
Mobile operators around the world
are working with retailers, loyalty
providers, equipment vendors
and various ecosystems to rollout
mobile services designed to
support retailers’ digital commerce
activities. In many cases, mobile
operators are providing a mobile
wallet – a specialist application
that can store digital versions
of payment cards, loyalty cards,
vouchers, tickets and other items
normally found in a physical wallet.
All Mobile Operators already have
arrangements with several financial
institutions: banks, credit cards and
payment services for their revenue
collection from their customers
that is fully on-line and automated
(with lower CAR rates than Banks).
Consumers are also keen to
engage with retailers through
their mobile phones. According
to research firm Latitude, 60% of
the UK and American smartphone
owners are spurred on to shop
or make a purchase at least once
a week because they’ve received
a mobile alert (such as an email,
text message, or app notification)
from a brand or retailer. Latitude
found that these alerts work best
when they are location-based and
related to a product or service the
consumer has professed an interest
in.
FinTech opportunities for EU
mobile operators
Mobile operators are recognizing
the opportunities of FinTech,
as commercial banking is a
proximity business for them. Just
as some banks are offering mobile
telephone services, operators are
proposing banking services to
their customers. Here the telco
or mobile operator may have
an advantage, as they own the
existing online relationship with
their customers and can easily
build on this relationship to offer
financial services as well.
Incumbent operators could enter
the banking business by making
good use of their operational
infrastructure and extensive
branch networks, while also
increasing their revenue sources.
These cross-industry plays are
not new in Europe. For example,
in the 1990s electricity & water
utilities and banks entered into
telecommunications. It could also
make sense, as mobile operators
are concentrating their efforts on
increasing ARPU not just per user
but per household, by sharing their
network infrastructure and adding
layers to their services through IoT,
Big Data, etc).
52
Since the GFC, banking as an
industry is not well respected
by consumers in Europe, as
compared to Mobile operators.
French Telecoms Group Orange
is reportedly in talks for the
acquisition of 65% of French
financial group Groupama to open
Orange Bank, a mobile only banking
and insurance services provider to
cover France, Belgium and Spain in
2017.
On the other hand, operators
should carefully consider all of the
obstacles and regulations which
make financial services a difficult
industry to enter in Europe.
In Europe, services must be offered
in a number of languages, cultural
differences and comply with various
local regulatory requirements.
Negotiations will be complex and
long. It takes a strong plan of action,
the right team with the right cultural
sensitivity, together with detailed
banking and telecommunications
industry knowledge. There is also
a reputational risk that needs to be
considered when partnering locally,
and what can happen if things go
wrong (see YoUnique and PayPal
scandal in Spain). These risks need
to be factored into the cost of
acquisition for each customer. The
European banking industry is large,
growing and it is profitable; on-line
payments are set to explode.
However, in many cases, for a
mobile operator, a joint venture
or an acquisition may be the best
approach to the Fintech market.
Sources:
2013 – Gartner Forecast: Mobile
Payment
2014 – Gartner Hype Cycle for
Digital Banking
2015 – PWC - “The New digital
tipping point”
2014 October - ABA Banking
journal - “7 trends impacting digital
payments” by Mark Flamme and
Kevin Grieve
See World Economic Forum report on FinTech
and its impact on small business
1
http://www3.weforum.org/docs/IP/2015/
FS / G A C 1 5 _ T h e _ Fu t u re _ o f _ F i nTe c h _
Paradigm_Shift_Small_Business_Finance_
report_2015.pdf
2
2015 – Accenture Interactive –
Point of view series - Banking on
Digital – “A first enabling mindset
– Digital Operating model”
Victoria Hernandez is a highly recognized senior executive with more than 25 years’ experience in building, launching and
managing multinational enterprises in the EU and globally, primarily in the TMT and more recently the Fintech services sector.
She is a former Alliance Director, Mergers & Acquisitions Europe for BT (British Telecom), and implemented expansion strategies
in Europe for both fixed and mobile operators through Joint Ventures with local partners. With Orange Spain (a JV with
Financial Group Santander), she defined and implemented a successful full turn-around of the company which integrated the
Spanish operation into the Group. At present, Victoria is advisor to several TMT and Fintech multinationals on strategy, change
management, multi-country services launch and operational efficiency. Victoria has acted as a non-executive Board member of
well-known Multinationals, including Orange, Wanadoo, StepStone, and others. She is a long standing member of the Global
Telecommunications Women’s Network.
[email protected]
53
G T WN HO L D S F IRST
M E E T I NG I N ROM E
by Maria Pia Rossignaud1
Editor of Media Duemila
with a smile devote their valuable
time to this network.” She explained
the progress made by Italy in terms
of gender equality over recent years.
“In Italy, implementation of the EU
gender equality directive of 2013 ,
made it mandatory for companies
to work towards equitable gender
representation on their boards.
Italy should be very proud of the
fact that it took up this challenge
seriously.” The number of women
managers with board positions in
Italian companies increased from
88 in 2013 to 119 in one year.
GTWN Founding President,
Candace Johnson, called on
everyone to use their knowledge
and understanding of mobile
(L to R): Candace Johnson, Founding President of the GTWN; Carla Cico, Board Member,
Alcatel-Lucent and GTWN; Lucy Lombardi, SVP Telecom Italia and Maria Pia Rossignaud, Edi- technology to address the many
problems facing the world,
tor, Media DueMila at the first GTWN meeting in Rome.
including poverty, unemployment,
The inaugural meeting of the in tech. “What I found in GTWN
disease and lack of education.
GTWN’s Italian Chapter took are people of great talent and great “We’ve got the whole world in our
place in Rome on 2 October depth. A network for discussing hands”.
2015. Generously hosted by technology, innovation, digital
Telecom Italia, and chaired by Lucy transformation. A place where we Many speakers highlighted the
Lombardi (pictured), the one-day can not only discuss new trends challenges facing women in ICT,
workshop drew senior delegates that affect our work, but also and the need for companies to be
from government, industry and a place where talented women more flexible in terms of enabling
academia.
achieve great things.
both women and men to combine
their work and life responsibilities.
Lucy Lombardi praised the work of Women who, despite the Several speakers also referred
the GTWN in supporting women
commitments of career and family, to the growing amount of data
54
that clearly shows how women
executives and managers increase
the performance of a company,
compared to those companies with
fewer women at top levels. There
is therefore both a moral as well as
a business imperative behind these
issues.
Special guest and host of the
meeting, CEO of Telecom Italia,
Marco Patuano, then set out his
perspective on how the ICT sector,
and mobiles in particular, can be
used to address many of the
world’s problems. For example, 15
years ago more than 50% of the
population in Brazil were at or
below the poverty line, living on
one dollar per day. In 15 years 30%
of the population have been lifted
out of poverty.
“Those who think big like this are
often accused of being dreamers,
but it is very important to set out
a vision to work towards. No one
person is enough to change the
world, but one person must start.
Change is possible. Change has no
gender; it needs skills and talent,
so we must use all the skills of all
of the population. “
Marco highlighted that the biggest
challenge facing the ICT sector
is not ideas, it is lack of skills,
especially in terms of big data
analytics. We need to work together
with our government and academic
partners to identify and address
the reasons for this. So while we
acknowledge the challenges still
facing many women, it is important
to look beyond gender and other
differences and to find those who
can contribute their talents to
growing the business in these new
areas so we can make the world a
better and more inclusive place.
Lucy Lombardi asked participants
to identify areas where they can
work together to make a difference
to the industry and to the lives
of women in the industry and in
society in general.
MARIA PIA ROSSIGNAUD
She is Editor of Media Duemila,
a magazine which deals with ICT
and informatics culture. She has
also been editor in chief of the
on line version www.media2000.
it, since 1995. Vice President of
Osservatorio TuttiMedia (www.
osservatoriotuttimedia.com), Franco
Siddi CDA Rai, has been President
since July 2014.
RECOMMENDED READINGS
How Estonia Became One of the Most Digitally Innovative Nations
http://www.bbc.co.uk/programmes/p03hhzs7
The Future of Wearable Tech
http://cicret.com/wordpress/#theproject
StardustGVW2
http://livestream.com/UniversityofSouthampton/StardustGVW2
55
sponsored by:

- The Global Telecom Women`s Network

Transcription

Similar documents

I`m helping to end MS by participating in the 2016 Jayman BUILT MS

The Board of Directors of Qatar Fuel (WOQOD) is pleased to invite

5 `S` Training Program at ABV-IIITM, Gwalior on 21.07.2016

Porky Expo Flyer

The NeuLion Report

Sept 30-Oct 2, 2016 Nov 4-6, 2016 @Camp Tadmor

4 star ALOE HOTEL, PAPHOS

the Guidelines for the registration on

Ticket plus hotel packages for the Chelsea Flower Show 2016

loyola institute for ministry on-campus open house thursday, may 12